Three National Park Service interpretive panels featuring the artwork of Cherokee artist Dorothy Tidwell Sullivan were dedicated on Nov. 5 as part of the Oklahoma Chapter of the Trail of Tears Association’s fall meeting.
The paintings show the aftermath of the forced removal that occurred in 1838-39 when Cherokee people depended on supply depots to provide provisions while they waited for their first harvests and built new homes.
One painting titled “The End of the Journey” shows Cherokee people outside a depot receiving supplies, while the other painting titled “Home in the West” shows a Cherokee family around a campfire cooking.
The NPS and TOTA commissioned Sullivan’s artwork for the panels. She said she received background information from the two organizations for the paintings.
Sullivan said for the paintings she used the likenesses of local Cherokee people. She added that the paintings were given to the Cherokee Heritage Center on permanent loan by the NPS per her request.
“I just thought it would be a nice thing to be able to give them to the museum,” she said.
Sullivan, of Oklahoma City, said she painted the pieces in honor of her Tidwell family, specifically her great-grandmother Versonay Marie Tidwell, grandmother Cellie Lizziebeth Tidwell and her father Harold Tidwell, who lived northwest of Stilwell on allotment land.
She said she thought of her late father while creating the paintings. A Cherokee Nation citizen, she said he was proud of his heritage and would take her and her sister to visit her grandmother’s home site.
The Tidwell family is descended from Young Deer or Indian John Tidwell, who arrived in Indian Territory from Georgia during the forced removal, she said.
In honor of her Tidwell family, Sullivan donated a framed print on canvas of “Home in the West” to the Stilwell Depot Museum.
“I just wanted it go there because that’s where they lived,” she said. “It was my gift to the museum because I think so much of it.”
Sullivan said “Home in the West” was also inspired by the Webber family, an Old Settler family who lived where the Stilwell cemetery is now located. Old Settlers were Cherokees who arrived in the territory in the early 1800s.
The Webbers established a plantation where the cemetery is today, Sullivan said. A supply depot for Cherokee people was set up at the Webber home site.
“It was one of the main ones. More (removal) detachments went to it than the others,” she said.
The NPS created three interpretive markers from Sullivan’s paintings. A marker using the “Home in the West” artwork sits outside the depot museum, while two markers using the “End of the Journey” and “Home in the West” artworks are at the Stilwell cemetery. The markers also provide background on the Trail of Tears and supply depots.
“What I try to do with my paintings is the more you look…the more you learn,” Sullivan said. “I used to be a teacher, so it comes out. I can’t help it.”
Sullivan said she’s been creating Cherokee-themed paintings for more than 20 years, using her love of history and father’s stories. She said she didn’t grow up immersed in the Cherokee culture but researched along the way to add authenticity to her paintings.
The NPS and the TOTA have partnered to promote preservation and awareness of the Trail of Tears. Each state where removal detachments originated, and those through which they traveled, have formed state chapters marking and dedicating trail sites.
The Oklahoma project locates and marks the graves of those who survived the trail. The newest project dedicates the ration depots and places historical marker signs at the sites.
2011年12月20日星期二
2011年10月26日星期三
College’s new IT Director brings experience, enthusiasm to role
Laura Eagen is looking forward to landing in the Okanagan to take over her new job as the College’s Director of Information Technology Services.
She’s worked in Ireland, Newfoundland and Ottawa over the course of the last three decades, and brings with her extensive experience in a number of different scenarios. Most recently, she has been Chief Information Officer for Newfoundland Liquor. Before that was head of Strategic Development for the Bank of Ireland.
“I’m eager to immerse myself in the post-secondary environment,” she said. “Information Technology has always been an integral part of the education system, but from the business side of the equation to the classroom and to educational delivery, it is becoming increasingly critical. Okanagan College has a deserved reputation for leadership in post-secondary, and I’m hoping to help further bolster that.”
“Laura’s breadth of experience and her demonstrated capacity for innovation and for strategic development impressed us,” explained Bob Eby, Okanagan College’s Vice-President of Finance and Administration.
Eagen will replace retiring IT Director Dave Harris, who wraps his career with Okanagan College in December after almost 25 years as an employee. His history with the college, though, goes further than that. Dave’s relationship with Okanagan College began in the late 1960s when the computer business he worked at took on the College as a client, printing class lists from punched cards.
She’s worked in Ireland, Newfoundland and Ottawa over the course of the last three decades, and brings with her extensive experience in a number of different scenarios. Most recently, she has been Chief Information Officer for Newfoundland Liquor. Before that was head of Strategic Development for the Bank of Ireland.
“I’m eager to immerse myself in the post-secondary environment,” she said. “Information Technology has always been an integral part of the education system, but from the business side of the equation to the classroom and to educational delivery, it is becoming increasingly critical. Okanagan College has a deserved reputation for leadership in post-secondary, and I’m hoping to help further bolster that.”
“Laura’s breadth of experience and her demonstrated capacity for innovation and for strategic development impressed us,” explained Bob Eby, Okanagan College’s Vice-President of Finance and Administration.
Eagen will replace retiring IT Director Dave Harris, who wraps his career with Okanagan College in December after almost 25 years as an employee. His history with the college, though, goes further than that. Dave’s relationship with Okanagan College began in the late 1960s when the computer business he worked at took on the College as a client, printing class lists from punched cards.
2011年9月19日星期一
Stellar Startups: IBM’s happy (smart) campers
Camp is usually a rewarding experience, a nice break from the humdrum of school and work. And the companies attending IBM SmartCamp Israel (ibmsmartcamp.wordpress.com) may have a rewarding experience all their own – a prize package designed to bump up the startup that wins the contest, and a chance to compete in the worldwide SmartCamp competition that could bring a very bright future to the winning company.
It’s a long and exhausting process, picking the companies that are good enough to wear the IBM “winner’s medal.” When the call for participants in the contest first went out several months ago, over 70 Israeli companies answered and presented their ideas and projects to impress IBM Israel executives. At the end, only five remained – and those five will go head-to-head in the Israel finals of IBM SmartCamp this week.
The winner will receive all sorts of goodies – a mentoring and guidance package from IBM, help with patents and presentations, a free year’s membership in the High-Tech Industry Association – and a plane ticket to the finals of SmartCamp, to be held at the beginning of 2012 in the US (final venue still pending). If IBM is one of the top tech companies in the world, the company that wins SmartCamp could be considered one of the top startups in the world. Quite an honor!
Israel is one of nine hi-tech hot spots that IBM is trawling for the “next big thing.” Events have already been held in Bangalore, Austin, Barcelona, and New York City, and will also be held in Istanbul, China, Rio, and London. Each location supplies five finalists, with one selected by a panel of local IBM executives, as well as top managers. Companies need to be five years old or younger (early stage), with a maximum turnover of $1,000,000 in the last 12 months.
So what does it take to get into a contest like this – let alone win it?
“Obviously we want the best of the best startups,” says Ahuva Kamar, organizer of the Israel event. “We are looking for companies that will enhance IBM’s vision of a smarter planet. The startups we are looking for are more likely to be working in enterprise, as opposed to the consumer space, and they will answer to one of our ‘three I’s’ – with products or services that are more instrumented, intelligent, and/or interconnected. The five finalists certainly meet these criteria.”
Those three I’s says Kamar, will be driving the smarter computer systems of the future that IBM is developing. “Instrumented” means capturing or integrating data using devices like sensors, kiosk, meters, PDAs, appliances, cameras (still and video), smart phones, implanted medical devices, or the web – anything that captures reliable digital information and feeds into a system is eligible, as long as it uses an instrument to do so. “Interconnected” means integrating data in order to enhance the data’s value – like a better way to connect people using Web 2.0 technologies. And “intelligent” means just what it says – a better, smarter way to do things that makes life easier or better for users.
The five finalists certainly answer to these criteria. C-B4 Predictive Analytics, for example, developed a system for identifying and analyzing hidden data patterns in large scale data warehouses, something that can make things more efficient – and more profitable – for retailers and corporate sales managers.
Mintigo offers a solution that enables businesses in various industries to intelligently leverage internal and external data, turning it into customer insights and new sales opportunities, doubling sales conversion rates.
FST21, founded by former Military Intelligence head Aharon Zeevi Farkash, developed an access management system, called SafeRise, designed to enhance security levels at residential and office buildings. Seculert’s novel cybersecurity system enables early-detection and blocking of cyberborne threats targeted at the organization’s network. And Wave Guard Technologies offers an efficient and inexpensive solution for monitoring and controlling cellular radiation emanating from cell towers and antennas.
Last year’s Israel winner was Panoramic Power, which provides on-line monitoring of energy use and power flow, allowing managers to more easily figure out how to save energy – and money. The worldwide winner was a Silicon Valley company, Streetline, which uses sensors to determine where there are available parking spaces in a city, and a cellphone app that directs drivers to those spots.
Ultimately, SmartCamp, and IBM’s “smarter planet” strategy, is about using more computing power to use resources – environmental, business, government, security, etc. – more efficiently. In a “smart city,” you would have a system that would save drivers’ time and frustration, using the Internet to supply real-time information on where parking spots were available, instead of forcing them to endlessly drive around looking for a spot. And in a smart city, you would have an office building or mall where a computerized system would tell you where electricity is being wasted, as Panoramic Power’s solution does, so you could save energy – and of course, money.
Ditto for the other finalists, including last year’s and the ones chosen so far this year. There are lots of great ideas out there – so what are Israel’s chances?
It’s a long and exhausting process, picking the companies that are good enough to wear the IBM “winner’s medal.” When the call for participants in the contest first went out several months ago, over 70 Israeli companies answered and presented their ideas and projects to impress IBM Israel executives. At the end, only five remained – and those five will go head-to-head in the Israel finals of IBM SmartCamp this week.
The winner will receive all sorts of goodies – a mentoring and guidance package from IBM, help with patents and presentations, a free year’s membership in the High-Tech Industry Association – and a plane ticket to the finals of SmartCamp, to be held at the beginning of 2012 in the US (final venue still pending). If IBM is one of the top tech companies in the world, the company that wins SmartCamp could be considered one of the top startups in the world. Quite an honor!
Israel is one of nine hi-tech hot spots that IBM is trawling for the “next big thing.” Events have already been held in Bangalore, Austin, Barcelona, and New York City, and will also be held in Istanbul, China, Rio, and London. Each location supplies five finalists, with one selected by a panel of local IBM executives, as well as top managers. Companies need to be five years old or younger (early stage), with a maximum turnover of $1,000,000 in the last 12 months.
So what does it take to get into a contest like this – let alone win it?
“Obviously we want the best of the best startups,” says Ahuva Kamar, organizer of the Israel event. “We are looking for companies that will enhance IBM’s vision of a smarter planet. The startups we are looking for are more likely to be working in enterprise, as opposed to the consumer space, and they will answer to one of our ‘three I’s’ – with products or services that are more instrumented, intelligent, and/or interconnected. The five finalists certainly meet these criteria.”
Those three I’s says Kamar, will be driving the smarter computer systems of the future that IBM is developing. “Instrumented” means capturing or integrating data using devices like sensors, kiosk, meters, PDAs, appliances, cameras (still and video), smart phones, implanted medical devices, or the web – anything that captures reliable digital information and feeds into a system is eligible, as long as it uses an instrument to do so. “Interconnected” means integrating data in order to enhance the data’s value – like a better way to connect people using Web 2.0 technologies. And “intelligent” means just what it says – a better, smarter way to do things that makes life easier or better for users.
The five finalists certainly answer to these criteria. C-B4 Predictive Analytics, for example, developed a system for identifying and analyzing hidden data patterns in large scale data warehouses, something that can make things more efficient – and more profitable – for retailers and corporate sales managers.
Mintigo offers a solution that enables businesses in various industries to intelligently leverage internal and external data, turning it into customer insights and new sales opportunities, doubling sales conversion rates.
FST21, founded by former Military Intelligence head Aharon Zeevi Farkash, developed an access management system, called SafeRise, designed to enhance security levels at residential and office buildings. Seculert’s novel cybersecurity system enables early-detection and blocking of cyberborne threats targeted at the organization’s network. And Wave Guard Technologies offers an efficient and inexpensive solution for monitoring and controlling cellular radiation emanating from cell towers and antennas.
Last year’s Israel winner was Panoramic Power, which provides on-line monitoring of energy use and power flow, allowing managers to more easily figure out how to save energy – and money. The worldwide winner was a Silicon Valley company, Streetline, which uses sensors to determine where there are available parking spaces in a city, and a cellphone app that directs drivers to those spots.
Ultimately, SmartCamp, and IBM’s “smarter planet” strategy, is about using more computing power to use resources – environmental, business, government, security, etc. – more efficiently. In a “smart city,” you would have a system that would save drivers’ time and frustration, using the Internet to supply real-time information on where parking spots were available, instead of forcing them to endlessly drive around looking for a spot. And in a smart city, you would have an office building or mall where a computerized system would tell you where electricity is being wasted, as Panoramic Power’s solution does, so you could save energy – and of course, money.
Ditto for the other finalists, including last year’s and the ones chosen so far this year. There are lots of great ideas out there – so what are Israel’s chances?
2011年9月13日星期二
Seeking the parking truth in Bunbury
BUSINESSES and consumers will be given a voice on the contentious topic of parking meters when surveys are handed out across the CBD.
The Bunbury Chamber of Commerce and Industries will kick off the feedback process by distributing surveys to businesses by the end of next week.
Chamber chief executive officer Andrew Horan said this was a vital step in working towards a solution that suited everyone.
“It is critically important that we gather information from all the businesses across the CBD to get a really good understanding of how paid parking affects businesses and consumers,” Mr Horan said.
“Then we can provide guidance to the City of Bunbury of the changes that are needed.”
Mr Horan said the survey would ask questions about how parking relates to the business and its staff in terms of convenience and availability.
It would also include questions which related to the consumers of the business, for example where they park and how long they need to stay in one bay.
An investigation into paid parking by the Bunbury Mail showed that Bunbury was a more expensive place to park than seven out of 10 cities surveyed.
Mr Horan said there were massive differences across Australia from city to city.
“The question is whether the particular situations are working in that city or is there congestion.”
Eyeswest optometrist Janelle Coates opened her business in Victoria Street three weeks ago and said she was pleased to have the opportunity to provide feedback.
“It’s a very positive move for Bunbury, it’s an inclusive way to let us have our say and then we can move forward together as a business community,” Mrs Coates said.
The business survey will be followed by a street survey of consumers.
Mayor David Smith said the information would be collected by the Chamber before being forwarded to council’s parking committee to make recommendations for change.
Mayor Smith said he opposed extending paid parking to Thursday nights and said providing one hour free on-street parking would destroy the churn of customers that the system was designed to create.
The Bunbury Chamber of Commerce and Industries will kick off the feedback process by distributing surveys to businesses by the end of next week.
Chamber chief executive officer Andrew Horan said this was a vital step in working towards a solution that suited everyone.
“It is critically important that we gather information from all the businesses across the CBD to get a really good understanding of how paid parking affects businesses and consumers,” Mr Horan said.
“Then we can provide guidance to the City of Bunbury of the changes that are needed.”
Mr Horan said the survey would ask questions about how parking relates to the business and its staff in terms of convenience and availability.
It would also include questions which related to the consumers of the business, for example where they park and how long they need to stay in one bay.
An investigation into paid parking by the Bunbury Mail showed that Bunbury was a more expensive place to park than seven out of 10 cities surveyed.
Mr Horan said there were massive differences across Australia from city to city.
“The question is whether the particular situations are working in that city or is there congestion.”
Eyeswest optometrist Janelle Coates opened her business in Victoria Street three weeks ago and said she was pleased to have the opportunity to provide feedback.
“It’s a very positive move for Bunbury, it’s an inclusive way to let us have our say and then we can move forward together as a business community,” Mrs Coates said.
The business survey will be followed by a street survey of consumers.
Mayor David Smith said the information would be collected by the Chamber before being forwarded to council’s parking committee to make recommendations for change.
Mayor Smith said he opposed extending paid parking to Thursday nights and said providing one hour free on-street parking would destroy the churn of customers that the system was designed to create.
2011年9月8日星期四
Buyer’s Guide: 2012 Mercedes-Benz CL-Class
19-inch five-triple-spoke AMG wheel replaces five-spoke AMG wheel on CL550 4MATIC and CL600 as standard equipment
- Exterior colours: Andorite Grey and Cavansite Blue added; Flint Grey and Tanzanite Blue discontinued
Having undergone several revisions for 2011, the Mercedes-Benz CL-Class is unchanged for 2012, except for wheel and colour changes.
The CL-Class comes in four models. The CL550 4MATIC uses a 4.6-litre bi-turbo V8 with seven-speed automatic; the CL600 uses a 5.5-litre bi-turbo V12 with five-speed automatic; the CL63 AMG uses a 5.5-litre bi-turbo V8 with seven-speed AMG Speedshift automatic; and the CL65 AMG uses a 6.-litre bi-turbo V12 with five-speed AMG Speedshift automatic transmission. The CL550 4MATIC is all-wheel drive; all others are rear-wheel drive.
Features on the CL550 4Matic include 19-inch alloy wheels, automatic climate control, adaptive brake system with hill start assist, navigation system, voice control, Harman/Kardon Logic7 surround sound system, Sirius satellite radio, Bluetooth connectivity, active bi-xenon headlamps with washers, cornering lights and Adaptive Highbeam Assist, electronic parking brake with convenience release function, power-assisted soft-close trunk, power-folding heated mirrors with integrated turn signals, rain-sensing wipers, heated washer system, 14-way power-adjustable heated seats with three-position memory and Passion leather upholstery, high-gloss Burl Walnut trim, heated wood and leather steering wheel, steering wheel-mounted shifter buttons, power sunroof, auto-dimming rearview and driver’s side mirror, ambient lighting, pneumatic rear head restraints, power tilt and telescopic steering column, auto up/down windows, power rear sunshade, Keyless Go, LED exterior lighting package, Parktronic with parking guidance, Attention Assist, garage door opener, continuously variable door hold system, cruise control, TeleAid emergency calling, tire pressure monitoring system, and rearview camera.
The CL63 AMG adds 20-inch alloy wheels, steering wheel-mounted shifter paddles, Active Body Control, heated and cooled Drive-Dynamic multi-contour seats with massage function, Active Blind Spot Assist, Active Lane Keeping Assist, and Alcantara headliner.
The CL600 builds on the CL550 4Matic and adds Active Body Control, heated and cooled Drive-Dynamic multi-contour seats with massage function, exclusive Passion leather upholstery, Poplar wood trim, Alcantara headliner, adaptive cruise control, Night View Assist, and blind spot monitoring system.
The CL65 AMG builds on the CL63 AMG and adds exclusive Passion leather upholstery, heated wood and leather steering wheel, adaptive cruise control, Night View Assist, Active Blind Spot Assist, and Active Lane Keeping Assist.
- Exterior colours: Andorite Grey and Cavansite Blue added; Flint Grey and Tanzanite Blue discontinued
Having undergone several revisions for 2011, the Mercedes-Benz CL-Class is unchanged for 2012, except for wheel and colour changes.
The CL-Class comes in four models. The CL550 4MATIC uses a 4.6-litre bi-turbo V8 with seven-speed automatic; the CL600 uses a 5.5-litre bi-turbo V12 with five-speed automatic; the CL63 AMG uses a 5.5-litre bi-turbo V8 with seven-speed AMG Speedshift automatic; and the CL65 AMG uses a 6.-litre bi-turbo V12 with five-speed AMG Speedshift automatic transmission. The CL550 4MATIC is all-wheel drive; all others are rear-wheel drive.
Features on the CL550 4Matic include 19-inch alloy wheels, automatic climate control, adaptive brake system with hill start assist, navigation system, voice control, Harman/Kardon Logic7 surround sound system, Sirius satellite radio, Bluetooth connectivity, active bi-xenon headlamps with washers, cornering lights and Adaptive Highbeam Assist, electronic parking brake with convenience release function, power-assisted soft-close trunk, power-folding heated mirrors with integrated turn signals, rain-sensing wipers, heated washer system, 14-way power-adjustable heated seats with three-position memory and Passion leather upholstery, high-gloss Burl Walnut trim, heated wood and leather steering wheel, steering wheel-mounted shifter buttons, power sunroof, auto-dimming rearview and driver’s side mirror, ambient lighting, pneumatic rear head restraints, power tilt and telescopic steering column, auto up/down windows, power rear sunshade, Keyless Go, LED exterior lighting package, Parktronic with parking guidance, Attention Assist, garage door opener, continuously variable door hold system, cruise control, TeleAid emergency calling, tire pressure monitoring system, and rearview camera.
The CL63 AMG adds 20-inch alloy wheels, steering wheel-mounted shifter paddles, Active Body Control, heated and cooled Drive-Dynamic multi-contour seats with massage function, Active Blind Spot Assist, Active Lane Keeping Assist, and Alcantara headliner.
The CL600 builds on the CL550 4Matic and adds Active Body Control, heated and cooled Drive-Dynamic multi-contour seats with massage function, exclusive Passion leather upholstery, Poplar wood trim, Alcantara headliner, adaptive cruise control, Night View Assist, and blind spot monitoring system.
The CL65 AMG builds on the CL63 AMG and adds exclusive Passion leather upholstery, heated wood and leather steering wheel, adaptive cruise control, Night View Assist, Active Blind Spot Assist, and Active Lane Keeping Assist.
2011年7月26日星期二
The Conversation Stopper: SEC Inspector General H. David Kotz
H. David Kotz knows what it's like to have all conversation stop the moment he steps into a crowded elevator at work—and resume the moment he exits.
But the inspector general of the Securities and Exchange Commission isn't much concerned with being popular. He's far more interested in "rolling up my sleeves in a matter and trying to figure out what happened," he says.
His investigations range from minor issues (an employee who yells and curses at colleagues) to colossal scandals (Bernard Madoff's $65 billion fraud) to just plain embarrassing (workplace porn, anyone?). "The primary role I have is to ensure the agency is able to perform its mission in an effective and efficient manner," says Kotz, 44, in a lengthy interview in his second-floor office in a far corner of SEC headquarters overlooking a parking lot. With a tight-knit staff of 22, Kotz conducts audits and investigations that touch every aspect of agency operations. Since joining the SEC in late 2007, he's produced explosive reports that have documented SEC shortcomings in painful detail—and led directly to major internal reforms.
"When he got to [the SEC], it was a mess. It's a totally different agency now, in large part because of his efforts," says whistle-blower Harry Markopolos, who tried without success to alert the SEC to Madoff's Ponzi scheme for nearly a decade. "I had lost my faith in government. But he was unflagging. Nothing deterred him or his team. He restored my faith."
Kotz's scrutiny of the SEC remains relentless. In a 109-page semiannual report sent to Congress in May, he uncovered dozens of new mistakes and problems. For example, a regional staff attorney disclosed the name of a confidential Federal Bureau of Investigation informant to an investor and witness, and revealed that the informant was secretly taping conversations.
In another instance, an SEC employee provided "false, misleading, and nonpublic information to investors about an active enforcement investigation and litigation." The employee was an investor in the company, which the report doesn't name—but the dates cited match the SEC's case against Imperia Invest IBC. The company, an alleged Ponzi scheme, targeted deaf investors. The SEC won a court order for millions in disgorgement in February.
Kotz's report also details widespread problems, like granting contractors access to SEC buildings and computer systems before their background investigations are complete. And it flags an ongoing investigation into the SEC's $557 million lease for 900,000 square feet of unneeded office space in downtown Washington, D.C.
On a more personal—and mortifying—note, the report found that SEC lawyers and accountants are still using their office computers to view pornography during work hours, despite a much-publicized prior report from Kotz about the practice. One lawyer received hundreds of "access request denials" for Web sites classified as pornographic, but still managed to view dirty images on his SEC computer. He subsequently quit. Another lawyer looked at numerous photos of partially or fully nude women at work and is being fired.
But Covington & Burling securities practice cohead David Martin wonders if "you couldn't go into any organization in the country, any corporation or government agency," and find similar behavior. "I'm not condoning it, but don't see that the case has been made that the SEC is much different than the rest of the world in this respect," he says.
Martin, who formerly headed the SEC's division of corporation finance but does not know Kotz personally, said the inspector general's high-profile approach to his job "could strengthen the SEC if it makes everyone careful about what they do." But there is a balance to be struck, he cautions: "A little fear is good, but too much is a bad thing."
Kotz earned his J.D. from Cornell Law School in 1990 and is married to Boston Globe health reporter Deborah Kotz. The couple has three children. Kotz prides himself on never missing a parent-teacher conference—he's even found time over the years to coach Little League and soccer teams.
He began his legal career in private practice, working for the now-defunct Graham & James, then Stults & Balber, and Pepper Hamilton, where he was a litigator. In 1999 he moved to the U.S. Agency for International Development and became inspector general of the Peace Corps in 2006.
At the Peace Corps, much of his work focused on the safety and security of the overseas volunteers. When he was hired to be SEC inspector general in 2007 by then-chairman Christopher Cox, the reaction from many people, he recalls, was: "Well, this is very different from the Peace Corps; you're going to have to get up to speed on securities issues."
They quickly offered help. "I remember the chairman and the chief of staff gave me these very, very large books with all kinds of analysis on securities regulation," he says. "And then the first three or four investigations that I worked on at the SEC were identical to ones I worked on at the Peace Corps—procurement fraud, inappropriate use of the computer, things like that."
But he soon found himself in the thick of the securities world with the collapse of Bear Stearns Companies, Inc., in March 2008. His first major report, released six months later, looked at the SEC's role in overseeing the investment bank. "It is undisputable that [the SEC] failed to carry out its mission in its oversight of Bear Stearns," the report stated. There were "numerous potential red flags prior to Bear Stearns's collapse."
Bear Stearns was followed by the bankruptcy of Lehman Brothers Holdings Inc. and the emergency sale of Merrill Lynch and Co., Inc. But for Kotz, nothing compared to the call from Cox to investigate how the SEC, despite receiving six substantive complaints, failed to detect that Madoff defrauded thousands of clients out of billions of dollars.
After nine months of near round-the-clock work, Kotz and his team produced a 477-page document that whistle-blower Markopolos called "the most unbelievable report produced by an inspector general in the history of government. He told the truth. Every system of checks and balances failed."
Kotz remembers the weight his office was under: "It was a massive undertaking. There was a lot of pressure from Congress to get it done in a timely manner. But we also needed to make sure that after the report was issued, questions didn't linger."
In the course of the investigation—almost on a whim—Kotz decided to request an interview with Madoff himself. He figured, "Who better than Bernie Madoff to find out how Bernie Madoff misled the SEC?"
It was a long shot: "Initially, I didn't think he would talk to me." Madoff had not yet been sentenced, and was not cooperating with the government.
To Kotz's surprise, Madoff agreed. On June 17, 2009, Kotz and deputy inspector general Noelle Frangipane interviewed Madoff at the Metropolitan Correctional Center in New York City. The disgraced financier was led out in leg irons, and spoke with Kotz for nearly four hours. "He was very forthcoming. He didn't hold back or refuse to answer any questions," Kotz says. "He was very concerned about his reputation . . . but he did not express a lot of remorse for victims."
Kotz came away with some insights into Madoff's character. "I asked him, 'Did you provide the SEC with any false documents?' He said, 'No. In fact, the documents I provided to the SEC were exactly the ones I provided to my customers.' I said 'Okay, but weren't both of them false?' He said, 'No.'
"I said, 'All right, let me try again. Didn't the documents that you provided to the SEC reflect trades that didn't occur?' So he thought for about 30 seconds and said, 'Yeah, I guess I can see how you might view them as false.'
"I think his psychology was that he almost believed he wasn't perpetrating a fraud," Kotz says. "I think that's why he was so effective."
But the inspector general of the Securities and Exchange Commission isn't much concerned with being popular. He's far more interested in "rolling up my sleeves in a matter and trying to figure out what happened," he says.
His investigations range from minor issues (an employee who yells and curses at colleagues) to colossal scandals (Bernard Madoff's $65 billion fraud) to just plain embarrassing (workplace porn, anyone?). "The primary role I have is to ensure the agency is able to perform its mission in an effective and efficient manner," says Kotz, 44, in a lengthy interview in his second-floor office in a far corner of SEC headquarters overlooking a parking lot. With a tight-knit staff of 22, Kotz conducts audits and investigations that touch every aspect of agency operations. Since joining the SEC in late 2007, he's produced explosive reports that have documented SEC shortcomings in painful detail—and led directly to major internal reforms.
"When he got to [the SEC], it was a mess. It's a totally different agency now, in large part because of his efforts," says whistle-blower Harry Markopolos, who tried without success to alert the SEC to Madoff's Ponzi scheme for nearly a decade. "I had lost my faith in government. But he was unflagging. Nothing deterred him or his team. He restored my faith."
Kotz's scrutiny of the SEC remains relentless. In a 109-page semiannual report sent to Congress in May, he uncovered dozens of new mistakes and problems. For example, a regional staff attorney disclosed the name of a confidential Federal Bureau of Investigation informant to an investor and witness, and revealed that the informant was secretly taping conversations.
In another instance, an SEC employee provided "false, misleading, and nonpublic information to investors about an active enforcement investigation and litigation." The employee was an investor in the company, which the report doesn't name—but the dates cited match the SEC's case against Imperia Invest IBC. The company, an alleged Ponzi scheme, targeted deaf investors. The SEC won a court order for millions in disgorgement in February.
Kotz's report also details widespread problems, like granting contractors access to SEC buildings and computer systems before their background investigations are complete. And it flags an ongoing investigation into the SEC's $557 million lease for 900,000 square feet of unneeded office space in downtown Washington, D.C.
On a more personal—and mortifying—note, the report found that SEC lawyers and accountants are still using their office computers to view pornography during work hours, despite a much-publicized prior report from Kotz about the practice. One lawyer received hundreds of "access request denials" for Web sites classified as pornographic, but still managed to view dirty images on his SEC computer. He subsequently quit. Another lawyer looked at numerous photos of partially or fully nude women at work and is being fired.
But Covington & Burling securities practice cohead David Martin wonders if "you couldn't go into any organization in the country, any corporation or government agency," and find similar behavior. "I'm not condoning it, but don't see that the case has been made that the SEC is much different than the rest of the world in this respect," he says.
Martin, who formerly headed the SEC's division of corporation finance but does not know Kotz personally, said the inspector general's high-profile approach to his job "could strengthen the SEC if it makes everyone careful about what they do." But there is a balance to be struck, he cautions: "A little fear is good, but too much is a bad thing."
Kotz earned his J.D. from Cornell Law School in 1990 and is married to Boston Globe health reporter Deborah Kotz. The couple has three children. Kotz prides himself on never missing a parent-teacher conference—he's even found time over the years to coach Little League and soccer teams.
He began his legal career in private practice, working for the now-defunct Graham & James, then Stults & Balber, and Pepper Hamilton, where he was a litigator. In 1999 he moved to the U.S. Agency for International Development and became inspector general of the Peace Corps in 2006.
At the Peace Corps, much of his work focused on the safety and security of the overseas volunteers. When he was hired to be SEC inspector general in 2007 by then-chairman Christopher Cox, the reaction from many people, he recalls, was: "Well, this is very different from the Peace Corps; you're going to have to get up to speed on securities issues."
They quickly offered help. "I remember the chairman and the chief of staff gave me these very, very large books with all kinds of analysis on securities regulation," he says. "And then the first three or four investigations that I worked on at the SEC were identical to ones I worked on at the Peace Corps—procurement fraud, inappropriate use of the computer, things like that."
But he soon found himself in the thick of the securities world with the collapse of Bear Stearns Companies, Inc., in March 2008. His first major report, released six months later, looked at the SEC's role in overseeing the investment bank. "It is undisputable that [the SEC] failed to carry out its mission in its oversight of Bear Stearns," the report stated. There were "numerous potential red flags prior to Bear Stearns's collapse."
Bear Stearns was followed by the bankruptcy of Lehman Brothers Holdings Inc. and the emergency sale of Merrill Lynch and Co., Inc. But for Kotz, nothing compared to the call from Cox to investigate how the SEC, despite receiving six substantive complaints, failed to detect that Madoff defrauded thousands of clients out of billions of dollars.
After nine months of near round-the-clock work, Kotz and his team produced a 477-page document that whistle-blower Markopolos called "the most unbelievable report produced by an inspector general in the history of government. He told the truth. Every system of checks and balances failed."
Kotz remembers the weight his office was under: "It was a massive undertaking. There was a lot of pressure from Congress to get it done in a timely manner. But we also needed to make sure that after the report was issued, questions didn't linger."
In the course of the investigation—almost on a whim—Kotz decided to request an interview with Madoff himself. He figured, "Who better than Bernie Madoff to find out how Bernie Madoff misled the SEC?"
It was a long shot: "Initially, I didn't think he would talk to me." Madoff had not yet been sentenced, and was not cooperating with the government.
To Kotz's surprise, Madoff agreed. On June 17, 2009, Kotz and deputy inspector general Noelle Frangipane interviewed Madoff at the Metropolitan Correctional Center in New York City. The disgraced financier was led out in leg irons, and spoke with Kotz for nearly four hours. "He was very forthcoming. He didn't hold back or refuse to answer any questions," Kotz says. "He was very concerned about his reputation . . . but he did not express a lot of remorse for victims."
Kotz came away with some insights into Madoff's character. "I asked him, 'Did you provide the SEC with any false documents?' He said, 'No. In fact, the documents I provided to the SEC were exactly the ones I provided to my customers.' I said 'Okay, but weren't both of them false?' He said, 'No.'
"I said, 'All right, let me try again. Didn't the documents that you provided to the SEC reflect trades that didn't occur?' So he thought for about 30 seconds and said, 'Yeah, I guess I can see how you might view them as false.'
"I think his psychology was that he almost believed he wasn't perpetrating a fraud," Kotz says. "I think that's why he was so effective."
2011年4月1日星期五
C-Class now gets options formerly reserved for higher-end Mercedes
Don't brush off the obvious tweaks made to the 2012 Mercedes-Benz C-Class sedan as simply a mid-life makeover -the German automaker has made some significant changes to its popular mid-sized sedan.
Aside from freshening the face and butt with current design tricks, there are new, more powerful and efficient engines under the hoods of several models, there's a new, more efficient seven-speed automatic transmission and the interior has been made over to create a more refined look and feel.
Exterior changes readily noticeable include an all-new front end with new active bi-xenon headlights and bright LED turn indicators. And you can add the 2012 C-Class to the growing list of cars adopting those cool LED daytime running lights. The sedan also gets a redesigned front fascia and a new aluminum hood to reduce weight. The tail lights are also trendy LED units and there's a new rear fascia with an integrated diffuser. A selection of new alloy wheel offerings cap the exterior revisions and range from the seven-twin-spoke 16-inch rims standard on the C250 up to the slick 19-inch multi-spoke gems available on the C63 AMG.
Inside, the luxurious cabin features soft leather surfaces and rich wood trim, such as burl walnut or dark ash, creating the feeling this car should be running with higher-priced models. If you're not partial to wood, aluminum accents are available, while the AMG gets carbon fibre trim in keeping with its high-performance flavour. The trio of round gauges centred cleanly in front of the driver includes a new colour centre display screen, while the centre stack gets a new look with revised air vents and aluminum control buttons.
The pop-up navigation screen on current models has been replaced with a new NTG 4.5 Telematics Generation unit, integrated into the dash, featuring a larger screen and improved graphics. The base unit has a 5.8-inch colour display plus CD/USB/auxiliary input interface and Bluetooth connectivity.
(Input ports for the USB and auxiliary input are now located in the centre console.) The available full navigation system displays on a seven-inch colour screen that has provision for DVD audio/video and an SD card slot. An optional media interface system that displays the cover art of the tunes you're playing can be ordered without having to spring for the nav system.
Other technologies, previously reserved for higher-end Mercedes models, are now being shared with the C-Class as options, including a driver assist package with passive blind spot and lane keeping assist systems. A parking guidance system is also available. An attention assist system is standard on all models.
The new C-Class Sedan will be offered in Canada in six variations, starting with the C250 rear-wheeldrive model and ramping up to the impressive C63 AMG sport sedan. The C250 will also be available with Mercedes' 4Matic all-wheel-drive system; there's also a C300 and C350, both with all-wheel-drive. The C350 will also be available in a rearwheel-drive configuration, but the rear-drive C300 has been dropped for 2012. All of these new models are slated for sale in July.
Although they share the same model designation, the C250 gets different engines, depending on its drive format. The rear-drive C250 gets a new direct injection, turbocharged 1.8-litre four-cylinder, replacing the current V6, while the 4Matic version retains the 228-horsepower, 3.0L V6.
The new four, dubbed the M271, generates 201 hp at 5,500 r.p.m. and 229 pound-feet of torque starting at just 2,300 r.p.m. It's coupled to a seven-speed automatic. Mercedes says the rear-drive C250 will hit 100 kilometres an hour in 7.2 seconds, yet also delivers robust fuel economy.
(Official ratings have not yet been released.)
Both C350 iterations have a new engine, too. The M276 is a 3.5L V6 with direct injection, channelling its 302 hp (at 6,500 r.p.m.) and 273 lbft of torque (starting at 3,500 r.p.m.) through a seven-speed automatic transmission.
The new engine boosts horsepower by 34 ponies compared with the previous V6, while torque has been bumped 15 lb-ft. The new six is capable of pushing the C-Class to 100 km/h in six seconds flat while delivering a 10 per cent improvement in fuel economy.
Changes to the C63 include the AMG-developed Speedshift MCT seven-speed transmission, which replaces the 7G-Tronic box. The new box, which is shared with the E63, includes a launch control system.
Of course, the lengthy list of standard features on all models can be augmented by extra-cost packages. The base 250, for example, can be upgraded with a premium package that includes climate-controlled front seats and heated rear seats, plus a power trunk closing system and a rear-view camera.
There's also a navigation package with several additional features and a sport package that adds AMG styling touches, sport suspension and 17-inch alloy rims.
The C300 can be upgraded with an entertainment bundle that adds Sirius satellite radio and a Harman Kardon Logic 7 surround-sound system, or a convenience package that adds memory settings for the power seats, a power-adjustable steering column and power lumbar support.
A nice added touch for the C350 is the premium rear seat package, which includes automatic threezone climate control and power rear window sunshade and roller blinds for the rear side windows. Even the C63 can be upgraded -there's the AMG Performance Package Plus that adds 30 more ponies to the already potent powertrain. In addition, top speed is bumped up to 280 km/h.
Aside from freshening the face and butt with current design tricks, there are new, more powerful and efficient engines under the hoods of several models, there's a new, more efficient seven-speed automatic transmission and the interior has been made over to create a more refined look and feel.
Exterior changes readily noticeable include an all-new front end with new active bi-xenon headlights and bright LED turn indicators. And you can add the 2012 C-Class to the growing list of cars adopting those cool LED daytime running lights. The sedan also gets a redesigned front fascia and a new aluminum hood to reduce weight. The tail lights are also trendy LED units and there's a new rear fascia with an integrated diffuser. A selection of new alloy wheel offerings cap the exterior revisions and range from the seven-twin-spoke 16-inch rims standard on the C250 up to the slick 19-inch multi-spoke gems available on the C63 AMG.
Inside, the luxurious cabin features soft leather surfaces and rich wood trim, such as burl walnut or dark ash, creating the feeling this car should be running with higher-priced models. If you're not partial to wood, aluminum accents are available, while the AMG gets carbon fibre trim in keeping with its high-performance flavour. The trio of round gauges centred cleanly in front of the driver includes a new colour centre display screen, while the centre stack gets a new look with revised air vents and aluminum control buttons.
The pop-up navigation screen on current models has been replaced with a new NTG 4.5 Telematics Generation unit, integrated into the dash, featuring a larger screen and improved graphics. The base unit has a 5.8-inch colour display plus CD/USB/auxiliary input interface and Bluetooth connectivity.
(Input ports for the USB and auxiliary input are now located in the centre console.) The available full navigation system displays on a seven-inch colour screen that has provision for DVD audio/video and an SD card slot. An optional media interface system that displays the cover art of the tunes you're playing can be ordered without having to spring for the nav system.
Other technologies, previously reserved for higher-end Mercedes models, are now being shared with the C-Class as options, including a driver assist package with passive blind spot and lane keeping assist systems. A parking guidance system is also available. An attention assist system is standard on all models.
The new C-Class Sedan will be offered in Canada in six variations, starting with the C250 rear-wheeldrive model and ramping up to the impressive C63 AMG sport sedan. The C250 will also be available with Mercedes' 4Matic all-wheel-drive system; there's also a C300 and C350, both with all-wheel-drive. The C350 will also be available in a rearwheel-drive configuration, but the rear-drive C300 has been dropped for 2012. All of these new models are slated for sale in July.
Although they share the same model designation, the C250 gets different engines, depending on its drive format. The rear-drive C250 gets a new direct injection, turbocharged 1.8-litre four-cylinder, replacing the current V6, while the 4Matic version retains the 228-horsepower, 3.0L V6.
The new four, dubbed the M271, generates 201 hp at 5,500 r.p.m. and 229 pound-feet of torque starting at just 2,300 r.p.m. It's coupled to a seven-speed automatic. Mercedes says the rear-drive C250 will hit 100 kilometres an hour in 7.2 seconds, yet also delivers robust fuel economy.
(Official ratings have not yet been released.)
Both C350 iterations have a new engine, too. The M276 is a 3.5L V6 with direct injection, channelling its 302 hp (at 6,500 r.p.m.) and 273 lbft of torque (starting at 3,500 r.p.m.) through a seven-speed automatic transmission.
The new engine boosts horsepower by 34 ponies compared with the previous V6, while torque has been bumped 15 lb-ft. The new six is capable of pushing the C-Class to 100 km/h in six seconds flat while delivering a 10 per cent improvement in fuel economy.
Changes to the C63 include the AMG-developed Speedshift MCT seven-speed transmission, which replaces the 7G-Tronic box. The new box, which is shared with the E63, includes a launch control system.
Of course, the lengthy list of standard features on all models can be augmented by extra-cost packages. The base 250, for example, can be upgraded with a premium package that includes climate-controlled front seats and heated rear seats, plus a power trunk closing system and a rear-view camera.
There's also a navigation package with several additional features and a sport package that adds AMG styling touches, sport suspension and 17-inch alloy rims.
The C300 can be upgraded with an entertainment bundle that adds Sirius satellite radio and a Harman Kardon Logic 7 surround-sound system, or a convenience package that adds memory settings for the power seats, a power-adjustable steering column and power lumbar support.
A nice added touch for the C350 is the premium rear seat package, which includes automatic threezone climate control and power rear window sunshade and roller blinds for the rear side windows. Even the C63 can be upgraded -there's the AMG Performance Package Plus that adds 30 more ponies to the already potent powertrain. In addition, top speed is bumped up to 280 km/h.
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