Western Carolina University
Administrative Program Review
For
The Kimmel School
Center for Rapid Product Realization
(“Rapid Center”)
March 2013
Dr. Patrick Gardner, Director
828-227-2435
pgardner@wcu.edu
1
Table of Contents
1.
Executive Summary .............................................................................................................................. 3
2.
Response to Appendix A - Program Review Criteria ........................................................................... 5
2.1.
History and Description of the Rapid Center .................................................................................... 5
2.2.
Alignment with WCU Mission, Vision, Values................................................................................ 9
2.3.
Demand for the Program ................................................................................................................. 11
2.4.
Quality............................................................................................................................................. 13
2.5.
Cost Effectiveness ........................................................................................................................... 15
2.6.
Opport Sample of Sponsor Feedback on a Capstone Project unity Analysis .................................. 15
APPENDIX A – Resumes of Key Contributors ……………………………………………….19
APPENDIX B – Sample of Events Organized by the Rapid Center, 2011-12…………………29
APPENDIX C – Sample of Engineering Capstone Projects for 2012-13 ……………………...31
APPENDIX D – Metrics on Demands for the Center’s Programs and Services ………………32
APPENDIX E – Sample of Sponsor Feedback on a Capstone Project ………………………...37
APPENDIX F – Revenue Generated and Expenses Incurred ………………………………….38
2
1.
Executive Summary
The Center for Rapid Product Realization (Rapid Center) is a unit within the Kimmel School of
Construction Management and Technology. The mission of the Rapid Center is to match the Kimmel
School’s expertise and resources to Western North Carolina's needs by forming effective partnerships to
grow the economy of the region, assisting in generating value-creating jobs, and improving the quality of
life for its people. The Rapid Center is a department-equivalent organization within the Kimmel School.
The Center Director is a member of the Kimmel School leadership team and reports to the Dean. The
Center Director also holds the academic rank of full professor, is the Mountaintop Endowed Professor,
and teaches in the Department of Engineering and Technology (one course per semester). The Rapid
Center full-time staff is relatively small and is comprised of an Applications Engineer, two Mechanical
Design Engineers, and an Administrative Assistant. The three Center engineers are all qualified to teach
as adjuncts in the Department of Engineering and Technology.
The goals and priorities of the Rapid Center are as follows: (1) Contribute to the Project-Based Learning
objectives of the Kimmel School; (2) Accelerate the transition of concepts to commercial products for
regional inventors, entrepreneurs and companies; (3) Lead the region in economic development and job
retention/creation by providing services to clients including business counseling, market analyses, and
product development; and (4) Partner with academic units across the WCU campus to bring a unique set
of tools and expertise to bear on some of the region’s most challenging technical problems and most
promising solutions.
The Rapid Center mission aligns nicely with that of WCU: To improve individual lives and enhance
economic and community development in our region, state and nation through engaged learning
opportunities in our academic programs, educational outreach, research, and creative and cultural
activities. Additionally, the Rapid Center operational structure supports several of the strategic priorities
in the WCU “2020 Vision” Strategic Plan. For example, the Rapid Center is a natural leader for WCU's
Strategic Direction #3: Enhance our external partnerships. The Rapid Center serves as an enabler for
economic development and growth in the region through engineering design, development and test for
companies and entrepreneurs.
With direct Rapid Center projects, academic Capstone projects, and
partnerships with the colleges of Business, Arts and Sciences and Health Sciences, the Rapid Center
supports over 150 clients per year through business counseling, engineering design, prototype
development and product testing, with a principal focus on regional economic development. The Rapid
Center's leadership and our partners' successes are made possible with the unique prototyping and test
3
capability in the Center - the ability for a small start-up to see their idea realized in an affordable "oneoff" proof of concept.
Students are a key component to the success of the Rapid Center in a number of ways. First and
foremost, the Rapid Center leads the engineering Capstone projects for the Kimmel School. Capstone
projects run for an academic year – projects are typically assigned to student teams in mid-September and
projects are typically completed in early May. In the academic year 2012-13, the Rapid Center is leading
48 students on 15 Capstone projects, 13 of which are industry-sponsored. A faculty mentor and sponsor
representative guides each team, but the students are fully-responsible for project planning (problem
definition, requirements, work breakdown, schedule), execution (conceptual design, analysis of
alternatives, design down-select, detailed design, test) and control (risk analysis and mitigation planning,
cost and schedule management).
The Rapid Center is positioned to increase its leadership role in economic development for the region and
beyond over the next five years. With the continuation of the Economic Development Administration
(EDA) grant and the excellent new partnerships developing with other colleges across the campus, the
Center has the ability to provide “full-spectrum” services to inventors, entrepreneurs and established
businesses. The opportunities to assist clients in biomedical sciences and engineering are significant.
The Center recently was approved to develop a medical research device for the University of Florida
(UF). The project is valued at approximately $12,000 with a 90-day period of performance. This is not
the first time the Center has conducted a small prototyping projects for UF, but it is the first time that the
Rapid Center is participating with UF in a larger, follow-on grant proposal to the National Institutes of
Health. The role for WCU is approximately $185,000 over three years. There is clearly a role for the
unique, differentiating product development support the Rapid Center can provide to a larger university
partner, and it’s our vision to look for more opportunities like this.
4
2.0
Response to Appendix A - Program Review Criteria
2.1
History and Description of the Rapid Center
2.1.1
Primary Purpose and Key Functions of the Center. The Center for Rapid Product Realization
(Rapid Center) is a unit within the Kimmel School of Construction Management and Technology. The
mission of the Rapid Center is to match the Kimmel School’s expertise and resources to Western North
Carolina's needs by,
•
Forming effective partnerships to grow the economy of the region,
•
Assisting in generating value-creating jobs, and
•
Improving the quality of life for its people.
This mission is accomplished in a variety of ways. First, with a small full-time staff of applications and
design engineers, the Rapid Center provides direct engineering and product development support to
clients. This support ranges from quick-turn prototyping of piece parts for manufacturing companies, to
idea-to-product development for inventors and small businesses. Second, the Rapid Center leads and
executes the Engineering Capstone projects for the Kimmel School. Undergraduate teams comprised of
2-4 mechanical, electrical, and computer engineering seniors engage in solving real-world engineering
challenges for real-world companies. The Rapid Center develops the definition and scope of the projects
with the sponsors, identifies faculty mentors from the Kimmel School, assembles multi-disciplinary
student teams, and serves as the “Cost Center” for material procurement, prototyping, and customer
invoicing. The Director of the Rapid Center serves as the instructor of record for the 2-semester capstone
courses. Finally, as a key contributor to the “University Center” under an Economic Development
Administration (EDA) grant, The Rapid Center partners with the College of Business (including the
Center for Entrepreneurship and Innovation) and the Small Business and Technology Development
Center to provide a broad range of services to clients including business counseling, market analyses, and
product development. The Director of the Rapid Center is also Director for the University Center and
Principal Investigator for the EDA grant.
The Rapid Center works with other academic units across WCU to provide similar value-added services.
The Center manages three sponsored Capstone projects with the College of Business. An engineering
design was recently completed for a faculty member in the College of Education and Allied Professions to
assist with kayak safety. A series of Scanning Electron Microscope (SEM) images were generated for an
entomology professor in the College of Health and Human Sciences. Additional detail will be provided
later in this report.
5
2.1.2
Top Goals/Priorities of the Center. The goals and priorities of the Rapid Center are as follows:
1. Contribute to the Project-Based Learning objectives of the Kimmel School. With leadership
from the Rapid Center, students are provided the unique opportunity to apply learning in the
classrooms and labs to work on real-world projects and to deliver real-world products.
2. Accelerate the transition of concepts to commercial products for regional inventors,
entrepreneurs and companies. With a full suite of reverse engineering and prototyping
instruments, developers are supported by the Rapid Center to meet their unique needs.
3. Lead the region in economic development and job retention/creation by providing services to
clients including business counseling, market analyses, and product development. This
priority is shared with the College of Business and the SBTDC through the EDA University
Center.
4. Partner with academic units across the WCU campus to bring a unique set of tools and
expertise to bear on some of the region’s most challenging technical problems and most
promising solutions. This priority is shared with the College of Business and the SBTDC
through the EDA University Center.
2.1.3
History of the Center. The Center for Integrated Technologies (CIT) was established in 2002 in
the Kimmel School to engage the technical resources of WCU with the Western North Carolina region.
At the time the CIT was focused on two principal areas – Adaptive (medical) technologies and rapid
prototyping.
Within two years, the CIT had established relationships in the form of services and
collaborations with over 80 companies. Through a series of grants between 2002 and 2006 and the
opening of the Center for Applied Technologies building in 2004, which became the new home for a suite
of additive prototyping machines, the CIT evolved into the Center for Rapid Product Realization, or
Rapid Center. Between 2006 and 2009, the Rapid Center was principally focused on reverse engineering
and rapid prototyping for external clients. Typical period-of-performance for projects was measured in
hours or days. These were critical services for regional businesses and small start-ups, but the educational
component was deficient. In 2009, the Rapid Center assumed leadership for “Senior Design”; aka,
Capstone projects and began bringing relevant engineering problems into the Kimmel School from
regional sponsors. In addition, students were becoming more engaged in projects outside of Capstone,
either as student workers during the academic year or as summer interns. Today the Rapid Center leads 15
Capstone projects in the Kimmel School, with two Construction Management professors as mentors, and
three Capstone projects through the College of Business, as well as a continuing list of over 20
engineering projects at any given time for external clients.
6
2.1.4
Organizational Structure of the Center. The Rapid Center is a department-equivalent
organization within the Kimmel School. The Center Director is a member of the Kimmel School
leadership team and reports to the Dean. The Center Director also holds the academic rank of full
professor, is the Mountaintop Endowed Professor, and teaches in the Department of Engineering and
Technology (one course per semester). The Rapid Center full-time staff is relatively small and is
comprised of an Applications Engineer, two Mechanical Design Engineers, and an Administrative
Assistant.
The three Center engineers are all qualified to teach as adjuncts in the Department of
Engineering and Technology.
2.1.5
Operational Organization of the Center. Operationally, the Rapid Center is organized to
function in three fundamental ways: (1) As an educational arm of the Kimmel School, providing a
leadership role in Project-Based Learning; (2) As a fee-for-service center, providing reverse engineering
and prototyping for regional clients; and (3) As an economic development leader, providing business
counseling and product development services for the region (shared with the College of Business and the
SBTDC through the EDA University Center). Key contributing members are as follows:
•
Dr. Patrick Gardner, Rapid Center Director. Dr. Gardner leads the Center, establishing
processes and priorities. He leads Capstone projects for engineering. He is the Program
Director for the EDA grant and the University Center.
o
Ms. Kathy Stenger, Administrative Assistant.
Ms. Stenger manages and tracks
projects, contracts and invoicing. She serves in this role for both the Rapid Center
and the EDA University Center.
o
Mr. Monty Graham, Applications Engineer. Mr. Graham performs the majority of
rapid prototyping and reverse engineering tasks for the Rapid Center.
o
Mr. Mike Clare, Mechanical Design Engineer. Mr. Clare provides expertise in
product design using specialty software to create prototype models.
o
Mr. Brett Banther, Mechanical Design engineer. Mr. Banther provides expertise in
product design, prototyping and testing.
•
The Rapid Center is augmented by the following individuals:
o
Dr. Bill Yang, Electrical Engineering Professor. Dr. Yang is a fellow of the Rapid
Center, providing expertise and mentoring in electrical and optical design.
o
Mr. Shawn Lyvers, Electrical Design Engineer. Mr. Lyvers is a graduate of the
WCU Electrical Engineering program and is enrolled as a part-time graduate student.
He works 30 hours per week in the Rapid Center, providing hands-on electrical
design, development and testing.
7
o
Mr. Theo Waltz, Mr. Michael Jordan, Mr. Nathan Thomas, Mr. Andrew Kerfonta;
Student workers. These students work directly for the Rapid Center on a part-time
basis. They perform electrical and mechanical design and test support.
•
In addition to the members cited above, the EDA University Center is augmented by the
following individuals:
o
Mr. Ryan Taylor, SBTDC Business Counselor. The EDA grant covers 50% of Mr.
Taylor’s salary to provide business counseling to clients. He works closely with the
Rapid Center team to place clients on the correct trajectory for commercialization of
their ideas.
o
University Center Steering Group: Dr. Frank Lockwood, College of Business; Ms.
Wendy Cagle, SBTDC; Mr. Tom McClure, Partnership Development.
Resumes for Gardner, Stenger, Clare, Banther, Graham and Taylor are included in Appendix A.
2.1.6
Contribution of Students. Students are a key component to the success of the Rapid Center in a
number of ways. First and foremost, the Rapid Center leads the engineering Capstone projects for the
Kimmel School. Capstone projects run for an academic year – projects are typically assigned to student
teams in mid-September and projects are typically completed in early May. In the academic year 201213, the Rapid Center is leading 48 students on 15 Capstone projects, 13 of which are industry-sponsored.
A faculty mentor and sponsor representative guides each team, but the students are fully-responsible for
project planning (problem definition, requirements, work breakdown, schedule), execution (conceptual
design, analysis of alternatives, design down-select, detailed design, test) and control (risk analysis and
mitigation planning, cost and schedule management).
Students also contribute to product design and development in the Rapid Center as student workers. This
is a unique opportunity for students to work on real-world problems for clients. All student workers are
closely supervised and mentored. Unlike Capstone projects, where “failure is an option” in a learning
environment, these projects are for external clients with delivery expectations. Students are assigned
manageable tasks which draw from their academic preparation, but also allow them to acquire specialized
skills. For example, Mr. Theo Waltz is an undergraduate senior in the Engineering Technology program.
He graduates May 2013 and is staying at WCU for a graduate degree. As a student worker in the Rapid
Center, Mr. Waltz is receiving specialized training on an array of structures analysis instruments. This
new skill set will soon be accessible from clients in the gas turbine business and will translate nicely into
Theo’s master’s thesis. In addition to the four current student workers, the Rapid Center will hire 4-6
student interns over the summer, and these interns will have a similar opportunity to receive specialized
8
training and provide engineering services for external clients.
In many cases, the interns are
undergraduate juniors, and their internship projects may develop into Capstone projects the following
year.
2.2
Alignment with WCU Mission, Vision, Values
2.2.1
How the Center Mission Aligns with WCU and the Colleges. The Rapid Center mission aligns
nicely with that of WCU: To improve individual lives and enhance economic and community
development in our region, state and nation through engaged learning opportunities in our academic
programs, educational outreach, research, and creative and cultural activities. Additionally, the Rapid
Center operational structure supports several of the strategic priorities in the WCU “2020 Vision”
Strategic Plan. For example, the Rapid Center is a natural leader for WCU's Strategic Direction #3:
Enhance our external partnerships. The Rapid Center serves as an enabler for economic development and
growth in the region through engineering design, development and test for companies and entrepreneurs.
With direct Rapid Center projects, academic Capstone projects, and partnerships with the colleges of
Business, Arts and Sciences and Health Sciences, the Rapid Center supports over 150 clients per year
through business counseling, engineering design, prototype development and product testing, with a
principal focus on regional economic development. The Rapid Center's leadership and our partners'
successes are made possible with the unique prototyping and test capability in the Center - the ability for a
small start-up to see their idea realized in an affordable "one-off" proof of concept.
•
Goal 3.1: Strengthen relationships and communication between the University and its
external partners. In many cases the Rapid Center is the entry point into the University for
businesses, and the quality of the services we provide reflects upon the university as a whole.
•
Goal 3.2: Position the University as a key leader in regional economic and community
development efforts. Through the EDA University Center, we provide guidance, business
counseling, and engineering support to maximize the success of our external partners.
Appendix B shows a list of events the Rapid Center has organized recently for external partners. As the
Rapid Center continues to expand its partnerships with other colleges at WCU, it will continue to
exemplify the spirit of Strategic Direction #3 for the University.
2.2.2
Purpose of the Center over the Last Five Years. Over the last five years the Rapid Center has
seen significant growth in the products and services it offers. In 2008 the Rapid Center, while organized
under the Kimmel School, was principally focused on small rapid prototyping projects for external
clients. Typical period-of-performance for projects was measured in hours or days. This was and remains
to be a valuable service for the region, and a large number of clients rely on the Center’s expertise to
9
prototype “one-off” products. The educational component was deficient. In 2009, the Rapid Center
assumed leadership for “Senior Design”; aka, Capstone projects and began bringing relevant engineering
problems into the Kimmel School from regional sponsors. In addition, students were becoming more
engaged in projects outside of Capstone, either as student workers during the academic year or as summer
interns. Today the Rapid Center leads 15 Capstone projects in the Kimmel School, with two Construction
Management professors as mentors, and three Capstone projects through the College of Business, as well
as a continuing list of over 20 engineering projects at any given time for external clients. In 2010 the
Kimmel School entered into a strategic partnership with VSE Corp., Brazil and TAO-US to assist in the
development of gas turbine technology for power generation. The Kimmel School invested in diagnostic
equipment for the basics of a “Structures Laboratory.” The partnership with VSE never really
materialized, and the structural analysis equipment has been relatively dormant for the last 18 months, but
very recent activity has opened the door for the Rapid Center to leverage this high-tech diagnostic
equipment to support a large number of clients in the turbine engine sector (see next section).
2.2.3
Purpose of the Center over the Next Five Years. The Rapid Center is positioned to increase its
leadership role in economic development for the region and beyond over the next five years. With the
continuation of the EDA grant and the excellent new partnerships developing with other colleges across
the campus, the Center has the ability to provide “full-spectrum” services to inventors, entrepreneurs and
established businesses. For example, a client recently requested assistance with a newly-patented method
to eliminate an infection optically. While the Rapid Center understood the design needs of the client, it
was clear the client needed additional assistance with a basic proof-of-concept, which required a biologist
on the team. The Rapid Center has teamed with a biologist in the Natural Sciences building and will soon
be conducting a low-cost experiment to identify critical design parameters such as effective optical
wavelength, intensity, etc. The collaborator in the Biology Department (an adjunct faculty member) will
be compensated as part of the fee-for-service, which is consistent with Goal 3.3 in Vision 2020. While
this approach seems very intuitive, this is the first time the Rapid Center has teamed with that department.
The opportunities to assist clients in biomedical sciences and engineering are significant. Similarly, the
Center recently was approved to develop a medical research device for the University of Florida (UF).
The project is valued at approximately $12,000 with a 90-day period of performance. This is not the first
time the Center has conducted a small prototyping projects for UF, but it is the first time that the Rapid
Center is participating with UF in a larger, follow-on grant proposal to the National Institutes of Health.
The role for WCU is approximately $185,000 over three years. There is clearly a role for the unique,
differentiating product development support the Rapid Center can provide to a larger university partner,
and it’s our vision to look for more opportunities like this.
10
Section 1.2.2 described the discontinued partnership between WCU and VSE. The current Rapid Center
Director and a former U.S. consultant for VSE (and former Pratt-Whitney engineer), Steven Edmonds,
have recently entered into a new initiative to grow the WCU/Kimmel School Structures Lab into a stateof-the-art test and analysis facility starting with the current equipment – a capability that will serve
regional manufacturers like BorgWarner (automobile turbochargers – the Lab’s first client), and others.
There is much new activity - Mr. Edmonds made a generous gift to the Kimmel School, the Rapid Center
partnered with him on a recent Small Business proposal to the Air Force Research Lab, a WCU wind
tunnel is being completed under a Capstone project, a WCU student is being trained by Edmond’s team to
conduct turbine parts diagnostics, for starters. Part of the 5-year vision for the Rapid Center is for this to
be a new and significant capability for external partners. Finally, the Rapid Center will augment, enhance
and strengthen the relationship with the SBTDC to increase state-wide referrals from business counselors
to the Rapid Center, and to strengthen the relationship with the Technology Commercialization team.
2.3 Demand for the Program
2.3.1
Key Users and Participants. The Rapid Center services a large number of users across the
region and beyond. Key users of the Center may be divided into four distinct groups:
•
Faculty and students within the Kimmel School and across WCU,
•
Capstone Project Sponsors,
•
External clients (inventors, entrepreneurs, small and large businesses),
•
External partners (other universities, not-for-profit companies).
Faculty within the Kimmel School are both beneficiaries of and contributors to the unique services
provided by the Rapid Center. This year, two of the fifteen Capstone projects are being executed for
internal Kimmel School sponsors. One Capstone team is designing a new “Virtual Desktop” environment
for the School. This is considered a strategic, internal project to improve the IT access and capability for
future engineering students. The sponsor is the Kimmel School, and the sponsor mentor and faculty
mentor is the IT lead for the School, Mr. Jason Foster. The other “internal” Capstone team is designing a
method for generating 3-D images from pressure points to be applied to fitting orthotics and prosthetics.
This project is sponsored under the Mountaintop Research Endowment in the Kimmel School. The
sponsor and faculty mentor is Dr. Patrick Gardner, and he is assisted with feedback and guidance from a
professor in the WCU Physical Therapy department, Dr. Dave Hudson, as well as a business collaborator
in Fletcher NC, Mr. Marcus Suess. The Center recently completed a prototyping project for Dr. Martin
Tanaka, an engineering professor in the Kimmel School, funded under a grant he has with a business.
Outside the Kimmel School but within WCU, the Rapid Center has assisted a number of faculty and
11
students.
An engineering design was recently completed for a faculty member in the College of
Education and Allied Professions to assist with kayak safety. A series of Scanning Electron Microscope
(SEM) images were generated for an entomology professor in the College of Health and Human Sciences.
The Center regularly receives requests from WCU students to assist with club projects, entrepreneur
initiatives, etc.
The Rapid Center leads the annual engineering Capstone projects for the Engineering and Technology
Department in the Kimmel School. Projects vary according to the number of students in the various
engineering programs (electrical, mechanical, electrical and computer) and sponsor interests. Projects are
defined with potential sponsors in the spring/summer, faculty mentors are identified in the summer, and
then student teams are assembled at the beginning of the fall semester. Projects run for two semesters,
with completion at the end of the spring semester.
The majority of the projects are executed under a confidentiality agreement with the sponsor. Appendix
C provides a representative list of the types of projects for the 2012-13 academic year.
2.3.2
Metrics on Demands for the Center’s Programs and Services. The Rapid Center and the EDA
University Center (with the assistance of the SBTDC representative) maintain detailed performance
metrics, which are defined as follows:
•
Client Requests Received
•
Clients Counseled
•
Projects Completed
•
New Products Launched
•
Jobs Created or Retained
•
New Investment (e.g., Angel investment)
•
Match-Making Events (clients, investors, developers, development partners)
Performance targets through 2016, performance against these metrics for the current year (7/12 – 6/13),
and narratives on current year performance and projections are covered in Appendix D.
2.3.3
Interaction with other Units on Campus. As previously mentioned, the Rapid Center works
with other academic units across WCU to provide value-added services. The Center manages three
sponsored Capstone projects with the College of Business.
An engineering design was recently
completed for a faculty member in the College of Education and Allied Professions to assist with kayak
safety. A series of Scanning Electron Microscope (SEM) images were generated for an entomology
12
professor in the College of Health and Human Sciences. Additional detail will be provided later in this
report.
2.3.4
Other Units on Campus with Related Services and Programs. There are no other units on
campus with similar services or programs; however, the Rapid Center regularly partners with other
academic units on campus to complete the expertise in the services we provide.
2.3.5
Unique Contributions of the Center. The Rapid Center mission aligns nicely with that of
WCU: To improve individual lives and enhance economic and community development in our region,
state and nation through engaged learning opportunities in our academic programs, educational outreach,
research, and creative and cultural activities. This is accomplished in a number of ways. First, with a
small full-time staff of applications and design engineers, the Rapid Center provides direct engineering
and product development support to clients. This support ranges from quick-turn prototyping of piece
parts for manufacturing companies, to idea-to-product development for inventors and small businesses.
Second, the Rapid Center leads and executes the Engineering Capstone projects for the Kimmel School.
Undergraduate teams comprised of 2-4 mechanical, electrical, and computer engineering seniors engage
in solving real-world engineering challenges for real-world companies. The Rapid Center develops the
definition and scope of the projects with the sponsors, identifies faculty mentors from the Kimmel School,
assembles multi-disciplinary student teams, and serves as the “Cost Center” for material procurement,
prototyping, and customer invoicing. The Director of the Rapid Center serves as the instructor of record
for the 2-semester capstone courses. Finally, as a key contributor to the “University Center” under an
Economic Development Administration (EDA) grant, The Rapid Center partners with the College of
Business and the Small Business and Technology Development Center to provide a broad range of
services to clients including business counseling, market analyses, and product development.
The
Director of the Rapid Center is also Director for the University Center and Principal Investigator for the
EDA grant.
2.4 Quality
2.4.1
Benchmarks used to Assess Quality. As discussed in 2.3.2 and detailed in Appendix D, the
Rapid Center and the EDA University Center (with the assistance of the SBTDC representative) maintain
detailed performance metrics, which are defined as follows: (1) Client Requests Received; (2) Clients
Counseled; (3) Projects Completed; (4) New Products Launched; (5) Jobs Created or Retained; (6) New
Investment (e.g., Angel investment); and (7) Match-Making Events (clients, investors, developers,
development partners).
13
Additionally, all capstone project sponsors provide periodic feedback on team, mentor and Center
performance. As a minimum, formal feedback is requested at the end of each of the two semesters. An
example of a student team assessment is provided in Appendix E.
2.4.2
How Quality Assessments are used to Improve Quality. All sponsor feedback is reviewed and
considered for process improvement for the next cycle of Capstone projects. For example, sponsors
requested a capability to integrate engineering design and development with market analysis for
promising products. In the 2012-13 academic year, the Rapid Center accepted three projects from
sponsors for College of Business Capstone projects. A significant audio development project is currently
being executed by the Rapid Center, and this semester, a Capstone team in the College of Business
formed to conduct a full market analysis on the project.
Similarly, performance on the EDA metrics is regularly assessed, as described in Appendix D. This year
we concluded we were missing opportunities for match-making events, and so on April 4, 2013, the
Rapid Center is hosting a regional workshop for small business, and networking with other businesses
and potential investors will be part of that event. Please refer to Appendix B(13) for more information.
2.4.3
Major Accomplishments of the Center in the Last Five Years. In 2009, the Rapid Center
assumed leadership for the engineering Capstone projects and began bringing relevant engineering
problems into the Kimmel School from regional sponsors, consistent with Directive 3 of the WCU 2020
Vision. Today the Rapid Center leads 15 Capstone projects in the Kimmel School, with two Construction
Management professors as mentors, and three Capstone projects through the College of Business, as well
as a continuing list of over 20 engineering projects at any given time for external clients. In 2009 the
Rapid Center was a recipient of a 3-year grant from the Economic Development Administration (EDA).
Under the grant, “EDA-funded University Centers conduct applied research, provide technical assistance
to public and private-sector organizations, and conduct other activities with the goal of enhancing
regional economic development. Western Carolina University, through its Kimmel School's Center for
Rapid Product Realization, will focus on supporting regional commercialization of products and
processes and developing highly skilled, innovative engineering and business professionals for the region,
through open-ended industry sponsored faculty/student projects.” The grant was renewed in 2012 for an
additional five years. In 2010 the Kimmel School entered into a strategic partnership with VSE Corp.,
Brazil and TAO-US to assist in the development of gas turbine technology for power generation. The
Kimmel School invested in diagnostic equipment for the basics of a “Structures Laboratory.” The
partnership with VSE never really materialized, but very recent activity has opened the door for the Rapid
Center to leverage this high-tech diagnostic equipment to support a large number of clients in the turbine
14
engine sector. The current Rapid Center Director and a former U.S. consultant for VSE (and former
Pratt-Whitney engineer), Steven Edmonds, have recently entered into a new initiative to grow the
WCU/Kimmel School Structures Lab into a state-of-the-art test and analysis facility starting with the
current equipment – a capability that will serve regional manufacturers like BorgWarner (automobile
turbochargers – the Lab’s first client), and others. There is much new activity - Mr. Edmonds made a
generous gift to the Kimmel School, the Rapid Center partnered with him on a recent Small Business
proposal to the Air Force Research Lab, a WCU wind tunnel is being completed under a Capstone
project, and a WCU student is being trained by Edmond’s team to conduct turbine parts diagnostics, in
advanced of academic preparation the Kimmel School is now offering under the Bachelor of Science in
Engineering (BSE) degree.
2.5 Cost Effectiveness
2.5.1
Benchmarks used to Assess Cost Effectiveness. Direct Rapid Center projects are quoted to
clients on as firm-fixed-price basis using labor and material estimates. Whenever possible, engineering
estimates are based on experience with similar projects. As most of the Rapid Center projects are first of
their kind, engineering estimates include a risk (or uncertainty) factor. Non-complex projects, such as
building a prototype from an existing computer model are quoted as a single task. More complex
projects, or those with a higher level of uncertainty, are phased to reduce development risk for the client
and the Center. An example of a phased project could include conceptual design (Phase 1), point design
and 3-D computer models (phase 2), and prototyping (phase 3). Performance (actual versus budgeted) is
tracked for each project such that cost estimating may improve with time.
2.5.2
Revenue and Expenses (past 3 Years). The Rapid Center utilizes four accounts: Account
542403, which is the principal account for receiving project revenue, purchasing material, providing costshare for the EDA grant and compensating student workers; Account152879, which is an annual
appropriation used principally for salary for full-time Rapid Center staff; Account 152881, which is for
general academic support; and Account 500109, which is the EDA grant. Please refer to the detailed cost
data in Appendix F (current year only – full 3-yr data available in separate files).
2.6 Opportunity Analysis
2.6.1
How Center Services May be Enhanced. Present 3-D printing capabilities limit the Center to
products made from polymers, which are often unusable in many industrial applications. A critical
missing capability in the re-engineering, rapid prototyping and direct digital manufacturing capability at
the Rapid Center is an additive, direct digital manufacturing system that can produce finished metal parts
directly from computerized designs. Such a system uses a laser to fuse titanium, aluminum and stainless
steel powders into finished metal parts. The Rapid Center has proposed the acquisition of a SinterStation
Pro DM250 Selective Laser Melting Instrument for Rapid Engineering, Development and Production of
15
Aerospace and Medical Products. This instrument will augment current capability and will support
activities focused on research, education, and technology transition. A SinterStation will allow a broad
new group of products to be accelerated and enhanced, bringing a state-of-the-art rapid manufacturing
capability to WNC. The Rapid Center works with the DOD, DHS and a number of regional companies
and provides critical reverse-engineering and rapid prototyping of parts for aging aircraft, obsolescence
management of aerospace instruments, sensors for defense and security and biomedical and surgical
devices and tools. The SinterStation will permit the Rapid Center to prototype, re-engineer, and
manufacture qualified parts directly, providing a critical capability in support of Special Operations
Forces (SOF) and military clusters in WNC. SOF currently has critical unmet needs in augmenting
internal development resources in support of the rapid deployment of crucial field-driven tactical
solutions and warfighter support systems. The Rapid Center has partnered with the U.S. Army Special
Operations Command (USASOC) at Ft. Bragg to provide rapid, field deployed, tactical solutions to
warfighter-identified system needs and/or modifications. Over the last few years, the Rapid Center has
provided similar support to the Marine Corps and the Air Force. In many cases, these departments
require a “lab in a box” capability; that is, the ability to transition a rapid prototyping solution directly to
the field. The SinterStation also will allow the Rapid Center to support and advance the WNC medical
community, as this system can prototype products using medical-grade material, such as titanium and
cobalt-chrome alloys, supporting the growing medical device, orthopedic, and dental communities in the
region with customized engineered implants and surgical tools.
2.6.2
How Other Units Enhance or Hinder Effectiveness. The effectiveness in serving the region in
economic developed is enhanced by the entire WCU enterprise. Examples of new successful partnerships
with the College of Business, the Center for Entrepreneurship and Innovation, the College of Arts and
Sciences, and the College for Health and Human Sciences have been described throughout this report.
These relationships become stronger with time, and the positive impact of the Rapid Center on the region
and beyond will continue to grow. There are no units that hinder the effectiveness of the Center.
2.6.3
Programs or Services that are Redundant or Out-of-Scope. The services of the Rapid Center
are continually reviewed with regard to regional demand and relevancy. There are currently no services
that are redundant or out-of-scope.
2.6.4
Peer Institutions – What this Center Could/Should be Doing. The Rapid Center continually
seeks opportunities to maximize offerings to grow the economy in the region through partnerships with
peer institutions. In the past, the Rapid Center has partnered with the Materials Sciences Center at NCSU,
the Optoelectronics Center at UNC Charlotte, the Materials Lab at Clemson, the Sensors Center at
Georgia Tech Research Institute, and the Biology Department at the University of South Florida. In every
case, these were partnerships with centers having ancillary, rather than duplicative, capability. A new
16
partnership recently developed at the Health Science Center at the University of Florida, and early
discussion on EDA teaming have been on-going with the University of South Carolina. Please see Section
2.6.1 for a discussion of a much-needed added capability.
2.6.5
Potential Additional Cost Savings. The Rapid Center is evaluating a move (and consolidation
of team members) to the Center for Applied Technologies (CAT) building this summer. While it may be
difficult to quantify savings for this move, it will allow the team to operate much more efficiently, as the
team is currently scattered across three floors in the Belk building and two floors in the CAT building.
This consolidation of offices into a single suite in the CAT building will also present a much more
professional face to the client for the Center. The cost of such a move is minimal, as the space is
currently empty, modifications to the space are estimated at less than $25K, and the Center has four
offices of furniture recently donated by TAO-US.
Some of the prototyping equipment in the Rapid Center is approaching a decade old. All equipment is
regularly maintained and service, but current commercial 3-D printing machines have come down in cost
and up in processing speed. An eventual refresh of equipment would enable higher efficiency and a
larger product offering. As described in Section 2.6.1, the addition of a laser sintering or laser melting
machine would enable the Rapid Center to prototype military and medical grade metal products, a
capability the Center does not have today or requires a more costly subtractive prototyping (metal
machining) approach.
2.6.6
External Funding Opportunities. In 2009 the Rapid Center was a recipient of a 3-year grant
from the Economic Development Administration (EDA). Under the grant, “EDA-funded University
Centers conduct applied research, provide technical assistance to public and private-sector organizations,
and conduct other activities with the goal of enhancing regional economic development. Western Carolina
University, through its Kimmel School's Center for Rapid Product Realization, will focus on supporting
regional commercialization of products and processes and developing highly skilled, innovative
engineering and business professionals for the region, through open-ended industry sponsored
faculty/student projects.” The grant was renewed in 2012 for an additional five years. As a leading
member of the EDA grant, the Rapid Center continues to accomplish the aggressive economic
development objectives of the grant. With continued performance and process improvement, the Center
should be well-positioned for follow-on funding after 2017.
The current Rapid Center Director and a former Pratt-Whitney engineer, Steven Edmonds, have recently
entered into a new initiative to grow the WCU/Kimmel School Structures Lab into a state-of-the-art test
and analysis facility starting with the current equipment – a capability that will serve regional
17
manufacturers like BorgWarner (automobile turbochargers – the Lab’s first client), and others. Mr.
Edmonds made a generous gift to the Kimmel School, the Rapid Center partnered with him on a recent
Small Business (SBIR) proposal to the Air Force Research Lab, a WCU wind tunnel is being completed
under a Capstone project, and a WCU student is being trained by Edmond’s team to conduct turbine parts
diagnostics, in advanced of academic preparation the Kimmel School is now offering under the Bachelor
of Science in Engineering (BSE) degree. Mr. Edmunds and the Rapid Center are preparing a grant
application for the U.S. Department of Energy. It’s anticipated this new laboratory capability will open
the door for a number of other grants.
Similarly, the Center recently was approved to develop a medical research device for the University of
Florida (UF). The project is valued at approximately $12,000 with a 90-day period of performance. This
is not the first time the Center has conducted a small prototyping projects for UF, but it is the first time
that the Rapid Center is participating with UF in a larger, follow-on grant proposal to the National
Institutes of Health. The role for WCU is approximately $185,000 over three years. There is clearly a
role for the unique, differentiating product development support the Rapid Center can provide to a larger
university partner, and it’s our vision to look for more opportunities like this.
2.6.7
What would make the Program Exemplary? Any Center or program benefits from continuous
process improvement and the Rapid Center is not an exception; however, with regard to the products and
services provided to the region by the Rapid Center, it is exemplary today. I was recently appointed
director for the Center (effective 1 Jan 13), but I have known the team and the unique capabilities of the
Center for over five years. I’ve had the distinct opportunity to work with some of the most elite and
professional teams in the world (U.S. Special Forces, General Dynamics Corp., Draper Laboratory). I am
impressed daily with the level of professionalism, work ethic, attitude, and attention to customer service
and satisfaction that I have on this team. To continue to be exemplary, we will strive to expand the depth
and breadth of services we provide to match the evolving needs of the region, and we will continue to
seek strategic partnerships which will contribute to our continued success.
18
APPENDIX A – Resumes of Key Contributors
Patrick J. Gardner, Ph.D.
RESUME SUMMARY
30 years experience with U.S. Department of Defense, Department of Energy, defense industry and
academia. Lieutenant Colonel (retired), U.S. Air Force. Assignments in Research, Development, Test
and Acquisition of aircraft control systems, munitions guidance, electro-optical sensors, directed energy
systems and Chemical, Biological, Radiological, Explosives detectors. Specific experience in R&D for
the US Special Operations Command and the Intelligence Community. Extensive success record in
leading reorganizations, defining and executing new technology strategies, building multidisciplinary
technology teams, directing research & development of technologically complex systems.
CURRENT POSITION
(7/12 – Present) Department Head for Engineering & Technology at Western Carolina University (WCU).
Interim Director for the WCU Center for Rapid Product Realization and Rapid Prototyping. Endowed
Professor in Electrical Engineering.
EDUCATION:
•
Ph.D. Electrical Engineering, AF Inst. of Technology, Dayton OH 1996
Specialties: Statistical Optics, Signal Processing, Aero-optics, Laser Physics
•
M.S. Electrical Engineering, AF Inst. of Technology, Dayton OH 1988
Specialty: Electro-optics
B.S. Electrical Engineering, University of Florida, Gainesville FL, 1984
•
PROFESSIONAL EXPERIENCE:
•
•
•
19
Program Manager and Senior Principal, Special Programs, Draper Laboratory (1/10-6/12). Member
of a leadership team charged with establishing a new biomedical engineering and special programs
facility in Tampa FL. Program and technical lead for R&D programs supporting the US Special
Forces and the Intelligence Community.
Principal Scientist and Technical Director for the Western Carolina University Center for Rapid
Product Realization (8/07 – 12/09). Center lead for technology transfer and commercialization of a
broad suite of enabling technologies for industry and the Department of Defense. Associate professor
for electrical engineering.
Chief Scientist, Detection Systems, General Dynamics Charlotte Operations, Charlotte NC (1/06 –
7/07). Direct a team of scientists and engineers in the development of chemical, biological, and
explosive detection systems; infrared threat detection and countermeasures, and counter-explosives –
a $500M/yr business. Lead $7M+ internally-funded R&D for next-generation systems. Member Key
Leadership Team.
•
Senior Director, Detection & Protection Engineering, General Dynamics Charlotte Operations (7/03 –
1/06). Led transition of Chemical/Biological detection manufacturing plant from Deland FL to
Charlotte NC. Staffed new engineering team following 60% attrition. Promoted from Director to
Senior Director following relocation. Lead for first article and re-qualification tests on all products.
Senior Director for two major engineering units developing full suite of chemical, biological,
explosive, imaging detection systems, $200M+ sales. Promoted to Chief Scientist 1/06.
•
Dept. of Energy Science Advisor, U.S. Special Operations Command (USSOCOM), Technology
Liaison Officer (10/02 – 7/03). Represented 14 national labs, DOE Office of Intelligence, other
Intelligence agencies. Member Joint Science & Technology Panel for Chem/Bio defense. Member
Joint DOD/DOE Munitions Program, $40M/yr technologies for counter-Chem/Bio/Rad. Technology
lead for Deeply Buried Target location, characterization, defeat. Technology area lead for sensors,
directed energy, fuel cells, information, special projects.
•
Air Force Research Laboratory (AFRL) Liaison to U.S. Special Operations Command (1999-2002).
Represented 10 AF Lab Directorates at USSOCOM. Similar responsibilities as DOE Science
Advisor position. Member DOD panel for Personnel Recovery. Technology lead for Directed
Energy. Technology Area lead for Sensors, Information, Communications, Materials.
•
Technical Director, Electro-Optics Sensors Division, AF Research Lab (1996-1999)
Technical lead for 60 scientists and engineers, 40 programs at $40 M/yr. Manager for 7 test
laboratories valued at $200M. Member AF Thrust Transformation Team, drafted
20-yr capability plan for USAF.
•
Ph.D. Candidate (full-time), AF Inst. of Technology (1993-1996).
•
Test Manager, Joint Direct Attack Munition, Eglin AFB FL (1992-1993).
Managed drop tests for USAF newest precision-guided munition. Manager for $3M study of
alternate sensors (laser, radio-frequency, millimeter wave).
•
Manager and Chief Engineer, Laser Radar Seekers, Eglin AFB FL (1989-1992)
Managed $35M program to develop laser system for air-to-ground guidance. Lead for all Small
Business Innovative Research for laser radar.
•
Masters Student (full-time), AF Inst. of Technology (1987-1988).
•
Flight Controls Engineer, Deputy for Engineering, WPAFB OH (1984-1987)
Technology lead for flight control systems on F-15, F-16, F-20, E-3A aircraft.
50+ Publications (Available upon request)
20
Kathleen A. Stenger
Western Carolina University
270 Belk Building
Cullowhee, NC 28723
828-227-2560
kstenger@wcu.edu
CURRENT POSITION:
(2010-Present) Administrative Support Specialist, Center for Rapid Product Realization. Assist Center
personnel and provide support services to the Engineering and Technology senior capstone project
program.





Prepare and maintain client contracts
Manage client files and Center database
Generate and monitor Center financials
Liaise with engineering faculty, staff and students
Arrange schedules, meetings and events
EDUCATION:
Bachelor of Arts, Business Administration, Baldwin Wallace University
PROFESSIONAL EXPERIENCE:
21
•
Client Manager, Willis of Ohio, Inc., Cleveland, OH (2004-2009)
Provided property and casualty technical insurance services and managed a diversified book of
large U.S. and non-U.S. commercial accounts.
•
Client Manager, Hylant Group, Cleveland, OH (2002-2004)
Coordinated and implemented environmental insurance risk transfer programs for commercial
customers.
•
Client Manager, Aon Risk Services, Inc. of Ohio, Cleveland, OH (1998-2002)
International property and casualty insurance specialist focusing primarily on program design,
implementation and servicing for multi-national clients.
•
Insurance Risk Analyst, Nordson Corporation, Westlake, OH (1987-1998)
Managed the worldwide insurance program – operations in 34 countries.
Michael Clare
Center for Rapid Product Realization
Western Carolina University
269 Belk Building
Cullowhee, NC 28723
828-227-2149 (office)
mclare@email.wcu.edu
PROFESSIONAL EXPERIENCE
Center Project Engineer
Western Carolina University, Cullowhee, NC
Center for Rapid Product Realization
•
•
•
•
Provide engineering support including data acquisition, design, and fabrication for engagement
activities related to product design, reverse engineering, rapid prototyping, and analysis.
Serve as project lead engineer for engagement projects between industry, students, and the
university’s center for Rapid Product Realization.
Utilize 3D parametric software to produce engineering design models and drawings.
Manipulate digital shape sampling and processing software to transform3D scan data into
accurate polygonal and native CAD models.
Visiting Professor
Western Carolina University, Cullowhee, NC
Kimmel School of Construction Management, Engineering, and Technology
•
•
•
•
•
•
•
•
22
8/2008 – 7/2009
Instructed undergraduate students in classroom and laboratory settings to develop reverse
engineering and metrology systems operation skills.
Instructed undergraduate students in classroom and laboratory setting to develop skills in
engineering ergonomics.
Instructed undergraduate and graduate students in classroom and laboratory settings to develop
advanced 3D modeling skills.
Instructed undergraduate and graduate students in classroom and laboratory settings to develop
Applied Research Methods and Experimental Design (DOE) skills.
Manufacturing Engineer
Consolidated Metco, Bryson City, NC
•
•
7/2009 –Present
8/2006 –8/2008
Developed and recommend short and long-range goals and objectives for Lean Manufacturing.
Evaluated current manufacturing systems to determine areas for improvement and recommend
implementation schedule.
Maintained current knowledge of Lean Manufacturing methodologies, prepared capital requests,
and cost justifications to support recommendations.
Developed and implemented mechanisms to monitor efficiencies and effectiveness of processes.
Established continuous improvement goals and executed action plans.
Served as a facilitator and coach for teams during Kaizen/Six Sigma events and prioritized and
implemented schedules for assigned projects
EDUCATION
•
Master of Science in Technology, Western Carolina University Cullowhee, NC, August 2006,
4.0 GPA
•
Bachelor of Science Engineering Technology, Western Carolina University Cullowhee, NC,
December 2004, Summa Cum Laude, 3.97 GPA
PROJECTS & ACTIVITIES
Completed FANUC Robotics Advanced TPP Programming, KAREL Ops and Programming, and Basic
Tool Handling Operations and Programming course requirements, spring 2008
Completed RMU MasterCam X2 training, spring 2008
Facilitated multiple Kaizen events to reduce manufacturing waste, leading to a combined cost savings of
over $170,000, 2007-2008
Completed NCSU Black Belt Six Sigma examination requirements, fall 2007
Conducted multiple Six Sigma projects to optimize manufacturing processes leading to cost savings of
over $155,000, winter 2007
Conducted a Design of Experiments (DOE) study and developed regression equations for the analysis and
prediction of kwh/gallon for a low cost Water Heating Dehumidifier Prototype, summer 2006
Conducted a Design of Experiments (DOE) study to determine the efficiency of heat exchanger designs
for a low cost Water Heating Dehumidifier Prototype, spring 2005
Instrumental in the reverse engineering and development of parametric models for a prototype mold,
enabling a local company to secure a major contract, spring 2005
Instrumental in the development and design of 3-D solid models for a new patent artificial turf
foundation, spring 2004
Western Carolina University Graduate Research Symposium presentation “Improving Teaching and
Learning Effectiveness of Engineering Education Using Integrated Web Service and Wireless
Technology” spring 2005
Completed City and Guilds Advanced Craft in Carpentry and Joinery, spring 1992
Timed served Carpenter and Joiner after completing City and Guilds in Carpentry and Joinery
requirements (4 year indentured apprenticeship), spring 1991
23
John D. “Monty” Graham
828.227.2160 (day)
138 Newfound Lane
Franklin, NC 28734
graham.monty@gmail.com
PROFESSIONAL EXPERIENCE
Western Carolina University, Cullowhee, NC
January 1997 – present
Center for Rapid Product Realization
Engineering Project Coordinator
• Provide engineering support for engagement activities related to reverse engineering, rapid
prototyping, laser machining and CNC machining.
• Serve as project coordinator for engagement between industry, students, and the university’s
center for Rapid Product Realization.
• Manage technical operations related to installation, maintenance, upgrades, and repair of
industrial automation, rapid prototyping, CNC machining, 3D scanning and metrology, injection
molding, robotics, programmable controls, laser machining, and electronic circuit fabrication
equipment.
TECHNICAL SKILLS
Hardware:
Software:
GOM ATOSII white light scanning system
OGP Smart Scope Flash 200 metrology system
Aspex PSEM scanning electron microscope
KLA-Tencor (formerly ADE Phase Shift) MicroXAM Surface Profiler
Stratasys Titan FDM rapid prototyping machine
Objet Eden 333 rapid prototyping machine
ZCorp Z400 rapid prototyping machine
Oxford Lasers DP100S laser micromachining system
HAAS VF and SL series machining centers
HAAS Z4-500 laser machining system
T-Tech Quick Circuit 5000 PCB prototyping system
ATOS, Measuremind 3D Multisensor NT, Perception Console, SPIP, Insight, Objet Studio,
ZPrint, Waverunner, NView, OneCNC, IsoPro, OrCAD, Magics
OTHER WORK EXPERIENCE
Recreational Equipment, Inc., Charlotte, NC
Operations Manager
June 1995 – December 1996
Monroe Hardware, Inc., Monroe, NC
PC Support Technician
May - July 1993 and 1994
24
L&H Technologies, Inc., Charlotte, NC
PC Hardware Support Technician
January 1990 – May 1990,
May - July 1991
EDUCATION
Western Carolina University
Master of Science - Technology – 3.80 GPA
May 2003
Western Carolina University
Bachelor of Science - Electronics Engineering Technology
May 1995
ACTIVITIES
Stratasys Eden 333 training, February 23, 2005
Appointed member, Executive committee for Human Movement Sciences Laboratory, Western Carolina
University, December 2004 – May 2006
Completed Lean 100 course provided by North Carolina State University (7 instructional hours), April 27,
2004
Instrumental in the development, setup, and operation of the Center for Rapid Prototyping operated by
the Engineering Technology department, spring 2000 - present
Responsible for specification, procurement and setup of capital equipment for a new Electrical
Engineering program that began in the fall of 2004. Tasks include working closely with faculty in the
acquisition of optical and electrical testing equipment and software that will support the new
curriculum, spring 2003 – fall 2004
Western Carolina University Graduate Research Symposium presentation “Tensile Strength
Characteristics of Fused Deposition Modeling ABS and Polycarbonate,” spring 2003
Siemens S7-200 Advanced Programming Certification, fall 1998
Siemens S7-200 Programming & Maintenance Certification, fall 1998
North Carolina Occupational Safety Certification, spring 1995
Senior Project “Digital Pulse Sampling Using the 8051 Microcontroller,” spring 1995
Eagle Scout, spring 1989
25
BRETT RONALD BANTHER
Western Carolina University – 269 Belk Bldg ◦ Cullowhee, North Carolina 28723 ◦ brbanther@wcu.edu ◦ (828) 227-2797
Experience:
Center Project Engineer, May 2011 to Present
Center for Rapid Product Realization – Western Carolina University, Cullowhee, NC
•
Work with teammates to stimulate the development of the region by launching new technologies, products,
and services.
•
Serve as engineering project lead on assigned projects.
•
Satisfy customer project needs through parametric modeling and design, generating engineering prints,
CNC machining, and rapid prototyping.
•
Provide support to student projects through team mentorship, design consultation, and fabrication
assistance.
Design Engineer, January 2010 to May 2011
Microtech Small Arms Research, Asheville, North Carolina
•
Utilized Pro/Engineer to design conceptual knives and firearms.
•
Generated thorough 2D prints and procedural notes for the production of new components.
•
Acted as project manager to oversee the fabrication and assembly of both new and existing products at a
very high level of quality and precision.
•
Successfully met strict deadlines of national trade shows within the knife and firearm industry where new
products were being launched.
•
Designer of the Microtech Select Fire, the 2011 Blade Show’s Most Innovative American Knife Design of the
Year.
Project Engineer / Research and Teaching Assistant, August 2007 to May 2009
Center for Rapid Product Realization / Western Carolina University’s Kimmel School
•
Effectively satisfied customer needs through the design and fabrication of engineering prototypes.
•
Collaborated with professors to advise students, instruct classes, and grade tests and lab reports.
•
Developed new pre-processing procedures for FDM rapid prototyping fabrication to achieve higher accuracy
and to better meet design intent.
Engineering Internship, May 2005 to August 2005
Evergreen Packaging Inc., Waynesville, North Carolina
•
Developed preventative maintenance routine forms for the facility’s new automated wrapping line, which are
currently in use for scheduled maintenance and inspections.
•
Participated in routine maintenance work on manufacturing equipment throughout the facility.
•
Utilized experience and quick problem-solving skills to assist in correcting emergency failures.
Education:
Master of Science in Technology, May 2009
Western Carolina University, Cullowhee, North Carolina
Thesis: A Regression Analysis of Rapid Prototyping Fits and Tolerances for Fused Deposition Modeling
26
Cumulative GPA of 4.0
Bachelor of Science in Engineering Technology, May 2006
Western Carolina University, Cullowhee, North Carolina
Graduated Suma Cum Laude from the Honors College
Cumulative GPA of 3.955
Relevant Software and Skills:
Pro/Engineer Wildfire 4.0
Rapid Prototyping Systems
PLC Programming - STEP 7-MicroWin
Microsoft Office Suite
27
CNC Machining - HAAS
CMM and Vision Systems
Design of Experiments (DOE)
Windows and Macintosh Operating Systems
Ryan Taylor
308 Ridge Street Candler, NC 28715
828-553-5856 / hryant308@gmail.com
Summary
Motivated self-starter with proven leadership, management, business counseling
and marketing skills founded on core business development abilities.
________________________________________________________________________________
Experience
EDA University Center
Western Carolina University
February 2010-Present
Product Development Counselor/Business Developer
- Facilitate business development opportunities for clients with regional service
provider, business, entrepreneur, incubator and investor networks
- Counsel clients on issues of concept feasibility, market analysis, intellectual
property, product commercialization, and business planning
- Represent University, SBTDC and the Center at myriad conferences and
networking events in NC, SC, GA, AL to engage new clients
- Responsible for annual EDA grant metrics tracking and reporting: jobs
created/retained, capital investment, products launched, clients counseled
- Develop marketing initiatives to showcase and clarify services to the region
Self Employed-MBRP Consulting, Inc
North Carolina
April 2006-May 2010
Owner
- Executed modular business plan at NC ski resorts to increase seasonal revenue
through competitive and recreational mountain bike programs
- Managed and supervised employees and resort staff to develop infrastructure and
serve customers staying within budget
- Cultivated business, community, participant and spectator relationships to
achieve event, program, and resort goals
- Secured sponsorship commitments through industry relationships
Successful Financial Strategies
Hendersonville, NC
February 2009-February 2010
Communications Director
- Implemented marketing initiatives to generate new business through direct mail
and email campaigns to reach $6 million revenue goal
- Facilitated and maintained client contract administration and support
- Tracked seminar demographics to forecast future attendance and revenue
United Way of Asheville and Buncombe County
Asheville, NC
July 2007-April 2008
Marketing & Events Manager
- Developed marketing and business plans for community outreach programs
- Identified appropriate venues, contractors, staff, volunteer and committee
resources for special events, successfully reaching $6 million fundraising goal
- Sourced venues and hired contractors for all campaign events
Education
2006 Western Carolina University MBA / Master Certificate Entrepreneurship
2002 Western Carolina University BSBA Marketing
Achievements
2006 Earned Professional Cycling License
1997 Eagle Scout Award Boy Scouts of America
28
APPENDIX B – Sample of Events Organized by the Rapid Center, 2011-13
1. May 6, 2011. Engineering and Technology Capstone Project Symposium. Open venue for project
sponsors, potential new sponsors and other guests to meet with student teams and review projects.
2. May 24, 2011. Henderson County Chamber of Commerce & Industrial Executives
The Rapid Center hosted Chamber representative Josh Hallingse and Henderson County
manufacturers. This was a targeted event to increase outreach, engagement and support for
manufacturers in Henderson County.
3. June 23, 2011. Camp TECHhead for Educators. The Rapid Center teamed with Blue Ridge
Community College and with Educators/Counselors from Henderson and Transylvania County
High School Systems to discuss emerging technologies in product design and prototyping.
4. June 30, 2011 | Camp TECHhead for Students. The Rapid Center hosted a prototyping workshop
for High School Students.
5. November 30, 2011. Asheville Chamber of Commerce & Industrial Executives
The Rapid Center hosted Chamber and Economic Development Coalition representatives Clark
Duncan and Ben Teague along with Buncombe County manufactures. This was a targeted event
to increase outreach, engagement and support for manufactures in Buncombe County.
6. April 11, 2012. Waste Reduction Management Group
The Rapid Center hosted WRP western team members led by Terry Albrecht. This event was
primarily an informative session to educate the group on the Kimmel School’s and Rapid
Center’s capabilities and resources related to energy efficiency and lean manufacturing.
7. May 4, 2012. Engineering and Technology Capstone Project Symposium. Open venue for project
sponsors, potential new sponsors and other guests to meet with student teams and review projects.
8. May 15, 2012. NC Department of Commerce – WNC Manufacturers visit
The Rapid Center hosted regional NCDOC reps Bill Payne and Jennifer Hogsed and regional
manufactures from western surrounding counties. This was a targeted event to increase outreach,
engagement and support for manufactures in distressed counties.
9. June 21, 2012. Camp TECHhead for Students. The Rapid Center hosted a prototyping workshop
for High School Students.
10. June 21, 2012 | Camp TECHhead for Educators. The Rapid Center teamed with Blue Ridge
Community College and with Educators/Counselors from Henderson and Transylvania County
High School Systems to discuss emerging technologies in product design and prototyping.
29
11. August 14, 2012. Product Development and Innovation in Renewable Energy Supply Chains
This seminar/forum was co-developed by Advantage West, the Evolve Energy Partnership and ASU’s
Energy Center, and this particular date was hosted by the Kimmel School to provide education,
expertise and support in product development to regional constituents engaged in renewable energy
projects. Dr. Mike Smith presented a luncheon keynote on supply chain management. The Rapid
Center’s core competencies and capabilities were featured as a resource for product development and
innovation (http://www.advantagewest.com/news-events/details.cfm/event_id/213/section/news)
12. February 14, 2013. STEM and Entrepreneurship Planning Grant group from WNC EdNet. The
Rapid Center hosted approximately 25 middle and high school educators. The committee members
are from the school districts from Haywood County westward.
13. Scheduled for April 4, 2013. Small Business Workshop - Navigating the Federal Grants Process.
Date/Time: Thursday, 4 April, 1-4 pm
Location: Biltmore Park campus of Western Carolina University
Workshop Objectives: Provide an overview of the Federal Small Business Innovation Research
(SBIR) and Small Business Technology Transfer (STTR) grants programs. Review the 11 Federal
agencies with SBIR/STTR programs and how each differs in interests and expectations. Introduce the
“alphabet soup” of DOD budgeting and assist the participant in navigating the budgeting process.
Provide one-on-one dialog sessions with subject-matter experts. Provide networking opportunities for
potential partnerships and joint pursuits.
Target Audience:
Small business and Entrepreneurs interested in capturing Federal grants,
especially in the SBIR/STTR programs.
Benefit for the Participant: Acquire a clearer understanding of the Federal grant process and
specific agencies to increase your probability of win on proposals.
Cost: Free and limited to the first seventy (70) registrants. Sponsored by the NC Small Business
Technology Development Center (SBTDC) and Western Carolina University (WCU). Registrations
being accepted until March 28, 2013.
30
APPENDIX C – Sample of Engineering Capstone Projects for 2012-13
1. For a Buncombe County manufacturer, a student team will design and prototype a semiautomated, camera-based inspection system which will allow the manufacturer to double its
product throughput.
2. For a Cherokee County manufacturer, a student team will design a semi-automated cell for
delivering a precise amount of epoxy to two surfaces for motor/rotor assembly.
3. For a Cherokee County manufacturer, a student team will redesign a shipping, receiving and
storage area which will allow for a more efficient manufacturing process and safer material
handling.
4. For a national electronics company with a new operation in Jackson County, a student team will
redesign one of its current electronics products for an alternative application and market.
5. For Army Special Forces, a student team will re-engineer an inexpensive commercial camera
according to military environmental specifications so that it may be ruggedized for field use.
6. For Army Special Forces, a student team will design, prototype and test an optical/acoustic device
for area entry. The device will be designed according to military specifications for environmental
survivability.
7. For a Wake County entrepreneur, a student team will design and demonstrate a powered medical
hoist system which will enable a patient to easily get into and out of a wheelchair.
8. For a manufacturer in Buncombe County, a student team will design and test a novel metal
structure to increase efficiency and reduce cost for commercial heating systems.
9. For an astronomical site in Rosman NC, a student team will model and prototype a
counterbalance system for steering control on a 26-meter radio antenna.
10. For a design company in Macon County, a student team will model, design and build a waveform
generator in interface electronics for a RADAR warning receiver test bed.
31
APPENDIX D - Metrics on Demands for the Center’s Programs and Services
(from the 1/31/13 Semi-Annual report to the EDA – available upon request)
The Rapid Center and the EDA University Center (with the assistance of the SBTDC representative)
maintain detailed performance metrics, which are defined as follows:
•
Client Requests Received
•
Clients Counseled
•
Projects Completed
•
New Products Launched
•
Jobs Created or Retained
•
New Investment (e.g., Angel investment)
•
Match-Making Events (clients, investors, developers, development partners)
The target outcomes for metrics are listed in Table 1.
Table 1. Metrics for the 2012-2016 EDA University
2012-16 Metrics
Year 1
Year 2
Year 3
Year 4
Year 5
Requests Received
100
100
100
100
100
Clients Counseled
60
60
60
60
60
Projects Completed
50
50
50
50
50
Products Launched
10
10
10
10
10
Jobs Created/Retained
40
40
40
40
40
New Investment ($K)
500
500
500
500
500
Match-Making Events
20
20
20
20
20
Progress for the first half of Year 1 is captured in Table 2.
32
Table 2. YTD Progress for Year 2012-13
2012 Metrics
Year 1
Target
YTD Progress
Requests Received
100
79
Clients Counseled
60
50
Projects Completed
50
26
Products Launched
10
7
Jobs Created/Retained
40
3
New Investment ($K)
500
128
Match-Making Events
20
3
Discussion and projections for each metric follows:
•
Requests Received: We have recorded nearly 80% of the total client requests projected for Year 1.
Through regional announcements, newsletters and word-of-mouth the University Center has received
requests for business counseling, conceptual designs and product development from clients across the
region. While most of the University Center clients come from a 100-mile radius of WCU, the
uniqueness of the engineering services provided by the Rapid Center draws client requests from a
larger region, as depicted in Figure 1. Through the Rapid Center, engineering design and prototype
development is a service leveraged by a large number of existing businesses in the region, principally
small business. With the SBTDC and the CEI serving as a “Force Multiplier” for the Rapid Center,
the Center services a large business and application sectors as shown in Figure 2.
•
Clients Counseled: As shown in Table 1, the University Center projects that 60% of the requests or
inquiries received will result in some form of client counseling. To date, the Center has reached
approximately 83% of the Year 1 target. Clients typically inquire about the University Center
through any of the three Centers at WCU (Rapid Center, SBTDC, CEI). As a standard protocol,
clients are referred to the University Center Business Counselor, who with the University Center
Director, determine the appropriate path for services (if any) that will benefit the client. The Business
Counselor and the SBTDC maintain a comprehensive list of clients and the applicable services
provided (or being provided) as reported in the January 31, 2013 Semi-Annual report. This full report
can be made available upon request.
33
Figure 1. While most of the University Center clients come from a 100-mile radius of WCU, the
uniqueness of the engineering services provided by the Rapid Center draws client requests from a larger
region.
Figure 2. With the SBTDC and the CEI servicing as a “Force Multiplier” for the Rapid Center, the
University Center services a large business and application sectors.
34
•
Projects Completed: The University Center has completed approximately 50% of the target at midyear, and we expect to surpass the target of 50 projects. There are currently over a dozen on-going
projects in the Rapid Center and the College of Business, and there are 15 Engineering Capstone
projects which will be completed for industry clients in early May this year. Figure 3 shows the
percentages of projects launched by business type, while Appendix B captures all projects started on
or after July 1, 2012.
Figure 3. Total projects launched by business type.
•
Products Launched: The University Center has launched seven new products over the reporting
period, 70% of the target for Year 1. It is anticipated this target will be met by the end of Year 1 from
the on-going industry-sponsored Engineering Capstone projects and other on-going projects in the
Rapid Center and the College of Business.
•
Jobs Created/Retained: In general, this is a difficult metric to quantify, and we would like to
validate that job creation and retention are a direct result of the services we provide through the
University Center. We are reporting a YTD number of three new jobs (for a target of 40); however,
we have four Engineering Capstone projects with two significant manufacturing businesses in the
region. One of the companies just announced plans for expansion and new jobs (number is TBD) for
a product in which we are designing a new semi-automated inspection system. The other company
will see significant product throughput and manufacturing efficiency as a result of the three Capstone
projects they are sponsoring. Additionally, a number of our engineering graduates are hired by
regional companies into newly-created positions, often as a direct result of their Capstone project.
35
•
New Investment: The Center has reached approximately 25% of its Year 1 target at mid-year. New
investment is often a “step function” and correlates with the general economic health of the Country
and have more meaning as a multi-year, cumulative metric. The Center is actively engaged with a
number of product development activities which may result in dramatic new investment by the end of
Year 1.
•
Match-Making Events: This is a new activity and reporting metric for the University Center.
Match-Making events may be accomplished in a number of ways and through a number of venues.
Examples include preparing a client to pitch an idea to an investor, creating a relationship/network for
a client to improve on an idea or product, or assisting a client in identifying appropriate grant
opportunities. At mid-year the University Center, through the SBTDC and the College of Business,
has completed three very successful match-making events (with a Year 1 target of 20).
The
University Center is planning to host a regional Spring 2013workshop for large and small businesses
and inventors. The workshop will focus on the topics of identifying partners, investors and grants.
This will be an annual workshop, and the EDA University Center objective of successful matchmaking will be one of the objectives.
36
APPENDIX E – Sample of Sponsor Feedback on a Capstone Project
ENGR 400 End of Fall Semester Feedback
Project Title
Company
Evaluator Name
Simulation of RF Amplifier Circuit
Optical Cable Corporation
Ian Timmins
Team Evaluation
Excellent (4)
Problem statement and project requirements were
understood and communicated
Marginal (2)
Unsatisfactory (1)
X
Conceptual solutions or designs were developed and
presented
X
Communications with the sponsor have been regular
and productive
X
Team responds to feedback, guidance and direction
X
Team is professional, confident and prepared in
meetings
X
Demonstrations, deliverables and documentation are
timely, relevant, complete and professional
Satisfactory (3)
X
Additional Comments (Optional)
1. What do see as the team's major strengths?
Response: The team has done very well. They are strong at understanding the broader application of the amplifier component in
the overall system, they have delivered on time at all stages of the project. In fact, they have completed 80% of the deliverables
in the 1st 50% of the program. They have run the simulation software (Ansys Designer), and generated meaningful simulation
results to prove the overall suitability and application of simulation to the RF design process.
2. What areas of improvement would you like to see for future sponsored work?
Response: I would like to better understand the capabilities of the Center for Rapid Product Realization, such that some of the
capabilities available at the center could be used as a stronger contributing element to this program. Overall, the program is
excellent. Our agenda was somewhat different this year, focusing on development of a concept through use of simulation
methods. By not tying the agenda to a specific material deliverable, it has allowed us to build expertise and knowledge for both
OCC as well as professional relevant back ground for the student.
37
APPENDIX F – Revenue Generated and Expenses Incurred
FY13 YTD Only. 3-yr detail available in separate files
(Account 542403 – This cost data is better viewed in the Excel files)
111010
246220
170
111010
246220
170
111010
246220
170
111010
246220
170
111010
246220
170
111010
246220
170
111010
246220
170
111010
246220
170
111010
246220
170
131010
246220
170
131010
246220
170
131010
246220
170
131010
246220
170
131010
246220
170
131010
246220
170
131010
246220
170
131010
246220
170
131010
246220
170
131010
246220
170
38
24Jan13
14Dec12
19Nov12
25Oct12
20Sep12
24Aug12
20Aug12
20Aug12
24Jul12
31Jan13
16Jan13
4Jan13
19Dec12
6Dec12
21Nov12
9Nov12
25Oct12
10Oct12
27Sep-
HGNL
F0042405
HR Payroll 2013 MN 1 0
U
542403
HGNL
F0042151
HR Payroll 2012 MN 12 0
U
542403
HGNL
F0041995
HR Payroll 2012 MN 11 0
U
542403
HGNL
F0041803
HR Payroll 2012 MN 10 0
U
542403
HGNL
F0041629
HR Payroll 2012 MN 9 0
U
542403
HGNL
F0041423
HR Payroll 2012 MN 8 0
U
542403
HGNL
F0041367
HR Payroll 2012 MN 7 2
U
542403
HGNL
F0041367
HR Payroll 2012 MN 7 1
U
542403
HGNL
F0041165
HR Payroll 2012 MN 7 0
U
542403
HGNL
F0042463
HR Payroll 2013 BW 3 0
U
542403
HGNL
F0042323
HR Payroll 2013 BW 2 0
U
542403
HGNL
F0042258
HR Payroll 2013 BW 1 0
U
542403
HGNL
F0042177
HR Payroll 2012 BW 26 0
U
542403
HGNL
F0042104
HR Payroll 2012 BW 25 0
U
542403
HGNL
F0042016
HR Payroll 2012 BW 24 0
U
542403
HGNL
F0041900
HR Payroll 2012 BW 23 0
U
542403
HGNL
F0041806
HR Payroll 2012 BW 22 0
U
542403
HGNL
F0041736
HR Payroll 2012 BW 21 0
U
542403
HGNL
F0041665
HR Payroll 2012 BW 20 0
U
542403
-Jan-13
21Dec12
30Nov12
31Oct12
28Sep12
31Aug12
20Aug12
20Aug12
31Jul12
8Feb13
25Jan13
11Jan13
28Dec12
14Dec12
30Nov12
16Nov12
2Nov12
19Oct12
5Oct-
YTD
608.58
+
YTD
608.57
+
YTD
608.58
+
YTD
608.57
+
YTD
625.7
+
YTD
600
+
YTD
600
+
YTD
-625.33
-
YTD
625.33
+
YTD
810
+
YTD
630
+
YTD
360
+
YTD
900
+
YTD
900
+
YTD
900
+
YTD
900
+
YTD
900
+
YTD
900
+
YTD
840
+
131010
246220
170
12
12
13Sep12
21Sep12
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
135050
246220
170
31Jan13
16Jan13
4Jan13
19Dec12
6Dec12
21Nov12
9Nov12
25Oct12
10Oct12
27Sep12
13Sep12
29Aug12
15Aug12
2Aug12
18Jul12
5Jul12
170
6Dec12
142020
246220
151010
246220
170
151010
246220
170
39
31Jan13
24Jan13
HGNL
F0041588
HR Payroll 2012 BW 19 0
U
542403
HGNL
F0042463
HR Payroll 2013 BW 3 0
U
542403
HGNL
F0042323
HR Payroll 2013 BW 2 0
U
542403
HGNL
F0042258
HR Payroll 2013 BW 1 0
U
542403
HGNL
F0042177
HR Payroll 2012 BW 26 0
U
542403
HGNL
F0042104
HR Payroll 2012 BW 25 0
U
542403
HGNL
F0042016
HR Payroll 2012 BW 24 0
U
542403
HGNL
F0041900
HR Payroll 2012 BW 23 0
U
542403
HGNL
F0041806
HR Payroll 2012 BW 22 0
U
542403
HGNL
F0041736
HR Payroll 2012 BW 21 0
U
542403
HGNL
F0041665
HR Payroll 2012 BW 20 0
U
542403
HGNL
F0041588
HR Payroll 2012 BW 19 0
U
542403
HGNL
F0041487
HR Payroll 2012 BW 18 0
U
542403
HGNL
F0041336
HR Payroll 2012 BW 17 0
U
542403
HGNL
F0041214
HR Payroll 2012 BW 16 0
U
542403
HGNL
F0041138
HR Payroll 2012 BW 15 0
U
542403
HGNL
F0041043
HR Payroll 2012 BW 14 0
U
542403
8Feb13
25Jan13
11Jan13
28Dec12
14Dec12
30Nov12
16Nov12
2Nov12
19Oct12
5Oct12
21Sep12
7Sep12
24Aug12
10Aug12
27Jul12
13Jul12
542403
14Dec12
HGNL
F0042104
HR Payroll 2012 BW 25 0
U
HGRB
F0042463
HR Payroll 2013 BW 3 0
U
542403
HGRB
F0042405
HR Payroll 2013 MN 1 0
U
542403
8Feb13
31Jan13
YTD
840
+
YTD
300
+
YTD
1120
+
YTD
600
+
YTD
600
+
YTD
600
+
YTD
600
+
YTD
600
+
YTD
645
+
YTD
600
+
YTD
600
+
YTD
600
+
YTD
3175
+
YTD
6560
+
YTD
5990
+
YTD
5330
+
YTD
5510
+
YTD
90
+
YTD
61.97
+
YTD
42.21
+
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
151010
246220
170
40
16Jan13
4Jan13
19Dec12
14Dec12
6Dec12
21Nov12
19Nov12
9Nov12
25Oct12
25Oct12
10Oct12
27Sep12
20Sep12
13Sep12
29Aug12
24Aug12
20Aug12
20Aug12
15Aug12
2Aug12
24Jul12
18Jul12
HGRB
F0042323
HR Payroll 2013 BW 2 0
U
542403
HGRB
F0042258
HR Payroll 2013 BW 1 0
U
542403
HGRB
F0042177
HR Payroll 2012 BW 26 0
U
542403
HGRB
F0042151
HR Payroll 2012 MN 12 0
U
542403
HGRB
F0042104
HR Payroll 2012 BW 25 0
U
542403
HGRB
F0042016
HR Payroll 2012 BW 24 0
U
542403
HGRB
F0041995
HR Payroll 2012 MN 11 0
U
542403
HGRB
F0041900
HR Payroll 2012 BW 23 0
U
542403
HGRB
F0041806
HR Payroll 2012 BW 22 0
U
542403
HGRB
F0041803
HR Payroll 2012 MN 10 0
U
542403
HGRB
F0041736
HR Payroll 2012 BW 21 0
U
542403
HGRB
F0041665
HR Payroll 2012 BW 20 0
U
542403
HGRB
F0041629
HR Payroll 2012 MN 9 0
U
542403
HGRB
F0041588
HR Payroll 2012 BW 19 0
U
542403
HGRB
F0041487
HR Payroll 2012 BW 18 0
U
542403
HGRB
F0041423
HR Payroll 2012 MN 8 0
U
542403
HGRB
F0041367
HR Payroll 2012 MN 7 2
U
542403
HGRB
F0041367
HR Payroll 2012 MN 7 1
U
542403
HGRB
F0041336
HR Payroll 2012 BW 17 0
U
542403
HGRB
F0041214
HR Payroll 2012 BW 16 0
U
542403
HGRB
F0041165
HR Payroll 2012 MN 7 0
U
542403
HGRB
F0041138
HR Payroll 2012 BW 15 0
U
542403
25Jan13
11Jan13
28Dec12
21Dec12
14Dec12
30Nov12
30Nov12
16Nov12
2Nov12
31Oct12
19Oct12
5Oct12
28Sep12
21Sep12
7Sep12
31Aug12
20Aug12
20Aug12
24Aug12
10Aug12
31Jul12
27Jul12
YTD
48.2
+
YTD
27.54
+
YTD
68.85
+
YTD
42.65
+
YTD
75.74
+
YTD
68.85
+
YTD
42.65
+
YTD
68.85
+
YTD
68.85
+
YTD
42.64
+
YTD
68.85
+
YTD
64.26
+
YTD
43.95
+
YTD
64.26
+
YTD
45.9
+
YTD
41.55
+
YTD
41.54
+
YTD
-43.31
-
YTD
302.94
+
YTD
305.25
+
YTD
43.31
+
YTD
277.7
+
151010
246220
170
152020
246220
170
152020
246220
170
152020
246220
170
152020
246220
170
152020
246220
170
152020
246220
170
152020
246220
170
152020
246220
170
152020
246220
170
5Jul12
24Jan13
14Dec12
19Nov12
25Oct12
20Sep12
24Aug12
20Aug12
20Aug12
24Jul12
HGRB
F0041043
HR Payroll 2012 BW 14 0
F0042405
HR Payroll 2013 MN 1 0
U
542403
HGRB
F0042151
HR Payroll 2012 MN 12 0
U
542403
HGRB
F0041995
HR Payroll 2012 MN 11 0
U
542403
HGRB
F0041803
HR Payroll 2012 MN 10 0
U
542403
HGRB
F0041629
HR Payroll 2012 MN 9 0
U
542403
HGRB
F0041423
HR Payroll 2012 MN 8 0
U
542403
HGRB
F0041367
HR Payroll 2012 MN 7 2
U
542403
HGRB
F0041367
HR Payroll 2012 MN 7 1
U
542403
HGRB
F0041165
HR Payroll 2012 MN 7 0
U
542403
156030
246220
170
156030
246220
170
156030
246220
170
156030
246220
170
156030
246220
170
156030
246220
170
156030
246220
170
156030
246220
170
156030
246220
170
PAY
PY000310
MJClare
PAY
PY000310
MJClare
157600
246220
170
157600
246220
170
25-
41
542403
HGRB
24Jan13
14Dec12
19Nov12
25Oct12
20Sep12
24Aug12
20Aug12
20Aug12
24Jul12
25Jan13
U
13Jul12
31Jan13
21Dec12
30Nov12
31Oct12
28Sep12
31Aug12
20Aug12
20Aug12
31Jul12
YTD
291.47
+
YTD
86.59
+
YTD
86.61
+
YTD
86.6
+
YTD
86.6
+
YTD
89.04
+
YTD
85.38
+
YTD
85.38
+
YTD
-88.99
-
YTD
88.99
+
YTD
38.93
+
YTD
38.95
+
YTD
38.94
+
YTD
38.94
+
YTD
38.94
+
YTD
38.94
+
YTD
38.94
+
YTD
-40.58
-
YTD
40.58
+
HGRB
F0042405
HR Payroll 2013 MN 1 0
U
542403
HGRB
F0042151
HR Payroll 2012 MN 12 0
U
542403
HGRB
F0041995
HR Payroll 2012 MN 11 0
U
542403
HGRB
F0041803
HR Payroll 2012 MN 10 0
U
542403
HGRB
F0041629
HR Payroll 2012 MN 9 0
U
542403
HGRB
F0041423
HR Payroll 2012 MN 8 0
U
542403
HGRB
F0041367
HR Payroll 2012 MN 7 2
U
542403
HGRB
F0041367
HR Payroll 2012 MN 7 1
U
542403
HGRB
F0041165
HR Payroll 2012 MN 7 0
U
542403
31Jan13
21Dec12
30Nov12
31Oct12
28Sep12
31Aug12
20Aug12
20Aug12
31Jul12
U
542403
25Jan13
YTD
0.04
+
U
542403
25-
YTD
0.05
+
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
157600
246220
170
42
Jan13
25Jan13
21Dec12
21Dec12
21Dec12
27Nov12
27Nov12
27Nov12
29Oct12
29Oct12
29Oct12
3Oct12
3Oct12
24Sep12
24Sep12
24Sep12
28Aug12
28Aug12
28Aug12
25Jul12
25Jul12
25Jul12
PAY
PY000310
MJClare
U
542403
PAY
PY000309
MJClare
U
542403
PAY
PY000309
MJClare
U
542403
PAY
PY000309
MJClare
U
542403
PAY
PY000308
MJClare
U
542403
PAY
PY000308
MJClare
U
542403
PAY
PY000308
MJClare
U
542403
PAY
PY000307
MJClare
U
542403
PAY
PY000307
MJClare
U
542403
PAY
PY000307
MJClare
U
542403
REC
J0024469
MJCLARE
U
542403
REC
J0024469
MJCLARE
U
542403
PAY
PY000306
MJClare
U
542403
PAY
PY000306
MJClare
U
542403
PAY
PY000306
MJClare
U
542403
PAY
PY000305
MJClare
U
542403
PAY
PY000305
MJClare
U
542403
PAY
PY000305
MJClare
U
542403
PAY
PY000304
MJClare
U
542403
PAY
PY000304
MJClare
U
542403
PAY
PY000304
MJClare
U
542403
Jan13
25Jan13
18Dec12
18Dec12
18Dec12
27Nov12
27Nov12
27Nov12
26Oct12
26Oct12
26Oct12
3Oct12
3Oct12
24Sep12
24Sep12
24Sep12
27Aug12
27Aug12
27Aug12
25Jul12
25Jul12
25Jul12
YTD
0.52
+
YTD
0.04
+
YTD
0.04
+
YTD
0.45
+
YTD
0.04
+
YTD
0.04
+
YTD
0.46
+
YTD
0.04
+
YTD
0.04
+
YTD
0.46
+
YTD
0.6
+
YTD
-0.63
-
YTD
0.04
+
YTD
0.04
+
YTD
0.46
+
YTD
0.04
+
YTD
0.05
+
YTD
0.52
+
YTD
0.04
+
YTD
0.54
+
YTD
0.05
+
218105
246220
170
218105
246220
170
218105
246220
170
218105
246220
170
27Aug12
27Aug12
10Jul12
2Jul12
219910
246220
170
219910
246220
170
219910
246220
170
219910
246220
170
13Sep12
12Sep12
19Jul12
12Jul12
170
24Oct12
170
13Dec12
219915
222010
246220
246220
233210
246220
170
233310
246220
170
233310
246220
170
233310
246220
170
233310
246220
170
233310
246220
170
15Oct12
5Nov12
5Nov12
5Nov12
5Nov12
5Nov12
239010
246220
170
239010
246220
170
14Nov12
16Aug12
244110
246220
170
22-
43
J63
IN1308B4
E4618 Catering
U
542403
J63
J63
IN1308B4
E4554 Catering
U
542403
J63
J63
IN1307B2
E4372 Catering
U
542403
J63
INNI
I0250957
Sanger, Phillip
U
542403
INNI
I0256802
Desmarteau, Kathleen
Susan.
U
542403
INNI
I0256559
Desmarteau, Kathleen
Susan.
U
542403
INNI
I0251740
Desmarteau, Kathleen
Susan.
U
542403
INNI
I0251364
Rogers, Cody Sheldon.
U
542403
PC000068
00019003 WM
SUPERCENTER#2440
PCF
INNI
U
U
542403
I0265688
Andy Oxy Co., Inc
J63
IN13042
Int Inv CR0912 It
Hardware Septembe
U
542403
INEI
I0262235
Instron
U
542403
INEI
I0262235
Instron
U
542403
INEI
I0262235
Instron
U
542403
INEI
I0262235
Instron
U
542403
INEI
I0262235
Instron
U
542403
J63
IN13052
Int Inv Oct 2012 Facilities
Mngmt
U
542403
J63
IN1008B1
Int Inv Fac Mngmt June
22-30 2012
U
542403
DIS
J0025449
RECODE-
U
542403
ACCR
IN16
542403
IN41
IN10
J63
J63
J63
27Aug12
27Aug12
10Jul12
2Jul12
YTD
367.5
+
YTD
33.98
+
YTD
348.94
+
YTD
44.23
+
YTD
72.92
+
YTD
300
+
YTD
198.75
+
YTD
570
+
24Oct12
YTD
210
+
13Dec12
YTD
68.97
+
YTD
92
+
YTD
760
+
YTD
605
+
YTD
567.5
+
YTD
395
+
YTD
520
+
YTD
176.32
+
YTD
16.55
+
YTD
2800
+
13Sep12
12Sep12
19Jul12
12Jul12
15Oct12
5Nov12
5Nov12
5Nov12
5Nov12
5Nov12
14Nov12
16Aug12
22-
244110
251320
252110
246220
246220
246220
170
Jan13
14Jan13
170
24Aug12
170
24Oct12
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
44
19Dec12
18Dec12
18Dec12
28Nov12
28Nov12
28Nov12
28Nov12
28Nov12
28Nov12
14Nov12
29Oct12
29Oct12
29Oct12
16Oct12
27Sep12
27Sep12
27Sep-
PRINTSHOPBILLING-7281
INEI
542403
YTD
7500
+
542403
24Aug12
YTD
65
+
24Oct12
YTD
110.18
+
YTD
72.05
+
YTD
33
+
YTD
63.25
+
YTD
64.35
+
YTD
75.9
+
YTD
33
+
YTD
75.9
+
YTD
64.35
+
YTD
89.76
+
YTD
748.55
+
YTD
42.35
+
YTD
349.25
+
YTD
64.35
+
YTD
458.7
+
YTD
77
+
YTD
76.45
+
YTD
47.52
+
I0267599
Capture 3D, Inc.
J0024102
INT INV 08211206 UNIV
CENTER
PC000068
00018504 BUDGET TRUCK
RENTAL
J63
IN13064
Int Inv November MP
2012 Mileage
U
542403
IN08
J63
J63
IN13063
Int Inv Motor Pool 08
12/12
U
542403
IN08
J63
J63
IN13063
Int Inv Motor Pool 08
12/12
U
542403
IN08
J63
J63
MP000110
MotorPool 32507
U
542403
IN08
J63
J63
MP000110
MotorPool 32565
U
542403
IN08
J63
J63
MP000110
MotorPool 32562
U
542403
IN08
J63
J63
MP000110
MotorPool 32538
U
542403
IN08
J63
J63
MP000110
MotorPool 32664
U
542403
IN08
J63
J63
MP000110
MotorPool 32591
U
542403
IN09
J63
J63
IN13052
Int Inv October 2012
Mileage/gas
U
542403
IN08
J63
J63
MP000109
MotorPool 32422
U
542403
IN08
J63
J63
MP000109
MotorPool 32492
U
542403
IN08
J63
J63
MP000109
MotorPool 32505
U
542403
IN08
J63
J63
IN13043
Int Inv Motor Pool
Mileage Sep 2011
U
542403
IN08
J63
J63
MP000108
MotorPool 32415
U
542403
IN08
J63
J63
MP000108
MotorPool 32397
U
542403
IN08
J63
J63
MP000108
MotorPool 32398
U
542403
IN09
J63
J63
PCF
U
Jan13
14Jan13
U
U
542403
J63
IN16
19Dec12
18Dec12
18Dec12
28Nov12
28Nov12
28Nov12
28Nov12
28Nov12
28Nov12
14Nov12
29Oct12
29Oct12
29Oct12
16Oct12
26Sep12
26Sep12
26Sep-
12
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
271420
246220
170
27Sep12
27Sep12
13Sep12
28Aug12
14Aug12
170
29Oct12
170
20Sep12
271522
272224
246220
246220
272415
246220
170
272415
246220
170
272415
246220
170
26Oct12
22Oct12
20Sep12
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
7Feb13
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
284040
246220
170
23-
45
12
J63
27Sep12
27Sep12
13Sep12
28Aug12
14Aug12
J63
29Oct12
YTD
225.06
+
20Sep12
YTD
111.79
+
YTD
207.2
+
YTD
25.9
+
YTD
44.35
+
YTD
3.57
+
YTD
2
+
YTD
2
+
YTD
2
+
YTD
2
+
YTD
10.9
+
YTD
45.45
+
YTD
2
+
YTD
2
+
YTD
2
+
J63
IN13037
Int Inv Motor Pool Milge
August 12
J63
IN13032R
Int Inv Motor Pool Milge
August 12
U
542403
INO8
J63
J63
IN13032
Int Inv Motor Pool Milge
August 12
U
542403
INO8
J63
INNI
I0255050
Coffin, James P..
U
542403
J63
IN0808B1
Int Inv July 2012 Milieage
Motor Po
U
542403
J63
INNI
MP000109
I0257574
MotorPool 32472
Gardner, Patrick J..
U
542403
IN08
J63
U
U
542403
542403
IN09
26Oct12
22Oct12
20Sep12
INNI
I0261387
Gardner, Patrick J..
U
542403
INNI
I0260741
Gardner, Patrick J..
U
542403
INNI
I0257574
Gardner, Patrick J..
U
542403
INNI
I0269667
UPS - United Parcel
Service
U
542403
PCF
PC000071
00020747 UPS
0000Y9029011032012
U
542403
PCF
PC000071
00020746 UPS
0000Y9029010272012
U
542403
PCF
PC000071
00020728 UPS
0000Y9029012012012
U
542403
PCF
PC000071
00020705 UPS
0000Y9029012152012
U
542403
PCF
PC000071
00020716 UPS
0000Y9029012082012
U
542403
PCF
PC000071
00020670 AMAZON
MKTPLACE PMTS
U
542403
PCF
PC000071
00020697 UPS
0000Y9029011172012
U
542403
PCF
PC000071
00020698 UPS
0000Y9029011102012
U
542403
7Feb13
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
PCF
PC000071
00020701 UPS
U
542403
23-
YTD
150.15
+
YTD
-150.15
-
YTD
150.15
+
YTD
27
+
YTD
434.5
+
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
46
Jan13
23Jan13
23Jan13
8Jan13
17Dec12
6Dec12
26Nov12
6Nov12
6Nov12
6Nov12
29Oct12
24Oct12
24Oct12
24Oct12
24Oct12
23Oct12
27Sep12
5Sep12
5Sep12
5Sep12
17Aug12
17Aug12
0000Y9029012292012
PCF
PC000071
00020750 UPS
0000Y9029012222012
U
542403
PCF
PC000071
00020725 UPS
0000Y9029011242012
U
542403
INNI
I0266949
UPS - United Parcel
Service
U
542403
INNI
I0265860
UPS - United Parcel
Service
U
542403
INNI
I0265048
UPS - United Parcel
Service
U
542403
INNI
I0263769
UPS - United Parcel
Service
U
542403
INNI
I0262273
UPS - United Parcel
Service
U
542403
INNI
I0262273
UPS - United Parcel
Service
U
542403
INNI
I0262273
UPS - United Parcel
Service
U
542403
INNI
I0261486
UPS - United Parcel
Service
U
542403
INNI
I0260953
UPS - United Parcel
Service
U
542403
INNI
I0260952
UPS - United Parcel
Service
U
542403
INNI
I0260951
UPS - United Parcel
Service
U
542403
INNI
I0260950
UPS - United Parcel
Service
U
542403
INNI
I0260911
UPS - United Parcel
Service
U
542403
INNI
I0258181
UPS - United Parcel
Service
U
542403
INNI
I0255849
UPS - United Parcel
Service
U
542403
INNI
I0255848
UPS - United Parcel
Service
U
542403
INNI
I0255847
UPS - United Parcel
Service
U
542403
INNI
I0254194
UPS - United Parcel
Service
U
542403
INNI
I0254193
UPS - United Parcel
Service
U
542403
Jan13
23Jan13
23Jan13
8Jan13
17Dec12
6Dec12
26Nov12
6Nov12
6Nov12
6Nov12
29Oct12
24Oct12
24Oct12
24Oct12
24Oct12
23Oct12
27Sep12
5Sep12
5Sep12
5Sep12
17Aug12
17Aug12
YTD
2
+
YTD
2
+
YTD
12.21
+
YTD
36.85
+
YTD
5.73
+
YTD
48.6
+
YTD
5.02
+
YTD
5.71
+
YTD
5.36
+
YTD
8.85
+
YTD
2
+
YTD
7.93
+
YTD
2.6
+
YTD
2
+
YTD
3.57
+
YTD
25.72
+
YTD
15.88
+
YTD
4
+
YTD
93.21
+
YTD
3.05
+
YTD
17.78
+
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
284040
246220
170
17Aug12
17Aug12
17Aug12
17Aug12
17Aug12
170
29Oct12
285010
246220
285015
246220
170
285015
246220
170
285015
246220
170
285015
246220
170
285015
246220
170
285015
246220
170
12Feb13
15Jan13
19Dec12
1Nov12
29Oct12
28Aug12
INNI
I0254192
UPS - United Parcel
Service
INNI
I0254191
UPS - United Parcel
Service
U
542403
INNI
I0254190
UPS - United Parcel
Service
U
542403
INNI
I0254189
UPS - United Parcel
Service
U
542403
INNI
I0254188
UPS - United Parcel
Service
U
542403
17Aug12
17Aug12
17Aug12
17Aug12
17Aug12
542403
29Oct12
J63
PS000045
PrintShopBilling-924
U
542403
U
IN11
J63
12Feb13
15Jan13
19Dec12
1Nov12
29Oct12
28Aug12
2
+
YTD
63
+
YTD
0.75
+
YTD
3.1
+
YTD
1.75
+
YTD
1.6
+
YTD
29.45
+
YTD
2.6
+
YTD
173
+
YTD
9.68
+
YTD
113.18
+
IN16
J63
J63
PT000041
NOV-12 PawPrint
U
542403
IN16
J63
J63
PT000040
SEPT_12 PawPrint
U
542403
IN16
J63
J63
PT000039
AUG_12 PawPrint
U
542403
IN16
J63
J63
PT000038
JUL_12 PawPrint
U
542403
PCF
PC000069
00019546 LASER
RECHARGE OF CAROLIN
U
542403
PCF
PC000067
00017737 WM
SUPERCENTER#2440
U
542403
PCF
PC000066
00017200 WM
SUPERCENTER#2440
U
542403
29Nov12
28Sep12
28Aug12
PC000064
00016608 WM
SUPERCENTER#2440
542403
30Jul12
YTD
9.68
+
PC000068
00018508 MAGGIE
VALLEY 14010607
24Oct12
YTD
82.86
+
YTD
19.06
+
YTD
48.51
+
J63
170
24Oct12
INEI
I0263679
W. W. Grainger, Inc
U
542403
21Nov12
PCF
PC000071
00020440 DOMINO'S
U
542403
23-
47
YTD
542403
170
23-
+
U
31Jul12
170
105.18
DEC-12 PAWPrint
170
246220
YTD
PT000042
246220
341010
+
J63
311010
170
17.56
J63
170
246220
YTD
IN16
246220
333010
+
542403
311010
21Nov12
10.68
U
170
246220
YTD
JAN-13 PAWPrint
246220
332010
+
PT000043
311010
246220
2
J63
29Nov12
28Sep12
28Aug12
319010
YTD
PCF
PCF
U
U
542403
IN16
ACCR
IN16
341010
351010
246220
246220
170
Jan13
24Oct12
170
31Jul12
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
48
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
7439
PC000068
00019003 WM
SUPERCENTER#2440
PC000064
00016568 PFG
PROFORMA
PCF
PC000071
00020607 DKC DIGI KEY
CORP
U
542403
PCF
PC000071
00020625 PAYPAL
REVMACHLLC
U
542403
PCF
PC000071
00020627 SPARKFUN
ELECTRONICS
U
542403
PCF
PC000071
00020672 DKC DIGI KEY
CORP
U
542403
PCF
PC000071
00020708 MCMASTERCARR
U
542403
PCF
PC000071
00020823 DKC DIGI KEY
CORP
U
542403
PCF
PC000071
00020461 MCMASTERCARR
U
542403
PCF
PC000070
00019819 METALS DEPOT
U
542403
PCF
PC000070
00020358 MCMASTERCARR
U
542403
PCF
PC000070
00019822 DKC DIGI KEY
CORP
U
542403
PCF
PC000070
00019936 MINI CIRCUITSMO
U
542403
PCF
PC000070
00019965 MOUSER
ELECTRONICS DIS
U
542403
PCF
PC000070
00019989 ADI ANALOG
DEVICES
U
542403
PCF
PC000070
00019996 LOWES #02257
U
542403
PCF
PC000070
00020003 MOUSER
ELECTRONICS DIS
U
542403
PCF
PC000070
00020004 SPARKFUN
ELECTRONICS
U
542403
PCF
PC000070
00020009 DKC DIGI KEY
CORP
U
542403
PCF
PC000070
00020014 METALS DEPOT
U
542403
PCF
PCF
U
U
542403
542403
IN16
ACCR
Jan13
24Oct12
YTD
26.08
+
30Jul12
YTD
127.5
+
YTD
79.63
+
YTD
22.5
+
YTD
52.19
+
YTD
91.16
+
YTD
94.18
+
YTD
17.68
+
YTD
258.97
+
YTD
64.95
+
YTD
74.4
+
YTD
43.68
+
YTD
88.62
+
YTD
172.29
+
YTD
127.43
+
YTD
16.65
+
YTD
12.19
+
YTD
106.36
+
YTD
42.48
+
YTD
55.93
+
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
23Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
49
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
PCF
PC000070
00020058 MCMASTERCARR
PCF
PC000070
00020105 DKC DIGI KEY
CORP
U
542403
PCF
PC000070
00020153 MICROCHIP
TECHNOLOGY
U
542403
PCF
PC000070
00020167 FISCHER
CONNECTORS INC
U
542403
PCF
PC000070
00020183 RELTEK LLC
U
542403
PCF
PC000070
00020365 DKC DIGI KEY
CORP
U
542403
PCF
PC000070
00020379 SPARKFUN
ELECTRONICS
U
542403
PCF
PC000070
00019880 MCMASTERCARR
U
542403
PCF
PC000070
00019915 DKC DIGI KEY
CORP
U
542403
PCF
PC000070
U
542403
PCF
PC000070
00019934 OMEGA
ENGINEERING INC
00019937
JAMECO/JIMPAK
ELECTRONICS
U
542403
PCF
PC000070
00019945 MCMASTERCARR
U
542403
PCF
PC000070
00019963 DKC DIGI KEY
CORP
U
542403
PCF
PC000070
00019985 EXA-MED
COMMERCE LLC
U
542403
PCF
PC000070
00020013 MCMASTERCARR
U
542403
PCF
PC000070
00020044 LOWES #02257
U
542403
PCF
PC000070
00020056 OBJET
GEOMETRIES INC
U
542403
PCF
PC000070
00020107 RADWELL
INTERNATIONAL
U
542403
PCF
PC000070
00020117 WHOLESALE
SUPPLY 21
U
542403
PCF
PC000070
00020135 LOWES #02257
U
542403
PCF
PC000070
00020180 US
PLASTICS/NEATLY SMART
U
542403
PCF
PC000070
00020210 MOUSER
ELECTRONICS DIS
U
542403
U
542403
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
16Jan13
YTD
45.21
+
YTD
41.79
+
YTD
9.98
+
YTD
242.78
+
YTD
110
+
YTD
129.49
+
YTD
27.69
+
YTD
266.49
+
YTD
66.13
+
YTD
57
+
YTD
20.52
+
YTD
40.66
+
YTD
39.89
+
YTD
63.92
+
YTD
24.28
+
YTD
8.4
+
YTD
2175.85
+
YTD
270.14
+
YTD
11.89
+
YTD
19.56
+
YTD
39.83
+
YTD
41.87
+
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
50
15Jan13
2Jan13
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
JE16
J0025377
PCARD REBATE FY20112012
INNI
I0266548
Ford, Robert Wayne.
U
542403
PCF
PC000069
00019718 DKC DIGI KEY
CORP
U
542403
IN16
PCF
PC000069
00019456 AMAZON
MKTPLACE PMTS
U
542403
IN16
PCF
PC000069
00019467 DKC DIGI KEY
CORP
U
542403
IN16
PCF
PC000069
00019709 LOWES #02257
U
542403
IN16
PCF
PC000069
00019754 POLOLU
CORPORATION
U
542403
IN16
PCF
PC000069
U
542403
IN16
PCF
PC000069
00019811 WM
SUPERCENTER#2440
00019805
INTERNATIONAL
TRANSACTION
U
542403
IN16
PCF
PC000069
00019795 PROTOADVTGE
U
542403
IN16
PCF
PC000069
00019724 MP3CAR INC
U
542403
IN16
PCF
PC000069
00019722 MOUSER
ELECTRONICS DIS
U
542403
IN16
PCF
PC000069
00019697 DKC DIGI KEY
CORP
U
542403
IN16
PCF
PC000069
00019688
WWW.NEWEGG.COM
U
542403
IN16
PCF
PC000069
00019686
WWW.NEWEGG.COM
U
542403
IN16
PCF
PC000069
00019446 MAXIM
INTEGRATED PRODUCTS
U
542403
IN16
PCF
PC000069
00019311 MINI CIRCUITSMO
U
542403
IN16
PCF
PC000069
00019299 DKC DIGI KEY
CORP
U
542403
IN16
PCF
PC000069
00019233 SPARKFUN
ELECTRONICS
U
542403
IN16
PCF
PC000069
00019323 MINI CIRCUITSMO
U
542403
IN16
PCF
PC000069
00019426 DKC DIGI KEY
CORP
U
542403
IN16
PCF
PC000069
00019711 AMAZON
MKTPLACE PMTS
U
542403
IN16
U
542403
15Jan13
2Jan13
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
29Nov12
YTD
-501.33
-
YTD
17.88
+
YTD
56.26
+
YTD
14.92
+
YTD
19.36
+
YTD
32.18
+
YTD
40.8
+
YTD
15.88
+
YTD
0.17
+
YTD
21.47
+
YTD
116.75
+
YTD
11.19
+
YTD
69.22
+
YTD
8.49
+
YTD
9.47
+
YTD
140
+
YTD
134.57
+
YTD
90.89
+
YTD
31.4
+
YTD
-49
-
YTD
33.36
+
YTD
97.45
+
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
51
29Nov12
30Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
PCF
PC000069
00019745
LGMEDSUPPLY.COM
JE16
J0024709
CLOSEOUT FUND
U
542403
PCF
PC000068
00018748 AMAZON
MKTPLACE PMTS
U
542403
IN16
PCF
PC000068
00018555 MSC
U
542403
IN16
PCF
PC000068
00018462 LOWES #02257
U
542403
IN16
PCF
PC000068
00018917 OBJET
GEOMETRIES INC
U
542403
IN16
PCF
PC000068
00019084 WM
SUPERCENTER#1217
U
542403
IN16
PCF
PC000068
00019103 DKC DIGI KEY
CORP
U
542403
IN16
PCF
PC000068
00018992 MCMASTERCARR
U
542403
IN16
PCF
PC000068
00018965 OBJET
GEOMETRIES INC
U
542403
IN16
PCF
PC000068
00018728 ANSYS INC
U
542403
IN16
PCF
PC000068
U
542403
IN16
PCF
PC000068
00018685 DKC DIGI KEY
CORP
00018860
INTERNATIONAL
TRANSACTION
U
542403
IN16
PCF
PC000068
00018475
WWW.MAKERBOT.COM
U
542403
IN16
PCF
PC000068
00018512 SPARKFUN
ELECTRONICS
U
542403
IN16
PCF
PC000068
00018547 TEXAS
INSTRUMENTS FULFIL
U
542403
IN16
PCF
PC000068
00018574
WWW.MAKERBOT.COM
U
542403
IN16
PCF
PC000068
00018837 PAYPAL
ROBOTSHOP
U
542403
IN16
PCF
PC000068
00018686 AMAZON
MKTPLACE PMTS
U
542403
IN16
PCF
PC000068
00019082 MICRO
CONTROLLER PROS COR
U
542403
IN16
PCF
PC000068
00019150 AMAZON
MKTPLACE PMTS
U
542403
IN16
PCF
PC000068
00018455 AMAZON
MKTPLACE PMTS
U
542403
IN16
U
542403
IN16
29Nov12
30Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
24Oct12
YTD
35.92
+
YTD
-11.64
-
YTD
25.56
+
YTD
251.12
+
YTD
26.95
+
YTD
92.65
+
YTD
13.84
+
YTD
75.55
+
YTD
14.18
+
YTD
608.95
+
YTD
2000
+
YTD
23.28
+
YTD
0.26
+
YTD
68.08
+
YTD
99.41
+
YTD
49
+
YTD
-48
-
YTD
32.84
+
YTD
31.9
+
YTD
23.2
+
YTD
33.44
+
YTD
208.33
+
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
52
12Oct12
28Sep12
28Sep12
28Sep12
28Sep12
28Sep12
28Sep12
28Sep12
28Sep12
28Sep12
28Sep12
31Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
JE16
J0024556
TO CLOSEOUT FUND
U
542403
PCF
PC000067
00018273 LOWES #02257
U
542403
PCF
PC000067
00018293 MCMASTERCARR
U
542403
PCF
PC000067
00018113 DKC DIGI KEY
CORP
U
542403
PCF
PC000067
00018026 DKC DIGI KEY
CORP
U
542403
PCF
PC000067
00017952 WM
SUPERCENTER#2440
U
542403
PCF
PC000067
00017745 AMAZON
MKTPLACE PMTS
U
542403
PCF
PC000067
00017799 MOUSER
ELECTRONICS DIS
U
542403
PCF
PC000067
00017874 RADIOSHACK
DEA00008755
U
542403
PCF
PC000067
00018210 POLOLU
CORPORATION
U
542403
PCF
PC000067
00018254
WWW.MAKERBOT.COM
U
542403
CHS1
F0041532
P Card S&H reimb
U
542403
PCF
PC000066
00017487 RADIOSHACK
DEA00008755
U
542403
PCF
PC000066
00017197 MCMASTERCARR
U
542403
PCF
PC000066
00017644 Amazon.com
U
542403
PCF
PC000066
00017606 MCMASTERCARR
U
542403
PCF
PC000066
00017606 MCMASTERCARR
U
542403
PCF
PC000066
00017424 OBJET
GEOMETRIES INC
U
542403
PCF
PC000066
00017340 AMAZON
MKTPLACE PMTS
U
542403
PCF
PC000066
00017338 BLACKROCK
OUTDOOR CO
U
542403
PCF
PC000066
00016989 LOWES #02257
U
542403
PCF
PC000066
00016988 INGLES STORE
#50
U
542403
12Oct12
28Sep12
28Sep12
28Sep12
28Sep12
28Sep12
28Sep12
28Sep12
28Sep12
28Sep12
28Sep12
31Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
YTD
5.82
+
YTD
22.62
+
YTD
195.33
+
YTD
15.5
+
YTD
15.5
+
YTD
7.3
+
YTD
-22.75
-
YTD
28.97
+
YTD
47.4
+
YTD
28.9
+
YTD
57.85
+
YTD
-3.99
-
YTD
28.13
+
YTD
26.67
+
YTD
37.08
+
YTD
210.97
+
YTD
118.43
+
YTD
84.54
+
YTD
26.74
+
YTD
8
+
YTD
25.44
+
YTD
5.96
+
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
53
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
31Jul12
31Jul12
31Jul12
31Jul12
31Jul12
31Jul12
31Jul12
31Jul12
31Jul12
31Jul12
31Jul12
31Jul12
31Jul12
31Jul12
PCF
PC000066
00017495 SPARKFUN
ELECTRONICS
PCF
PC000066
00017544 DKC DIGI KEY
CORP
U
542403
PCF
PC000066
00017511 TEXAS
INSTRUMENTS FULFIL
U
542403
PCF
PC000066
00017140 WM
SUPERCENTER#2440
U
542403
PCF
PC000066
00017494 DKC DIGI KEY
CORP
U
542403
PCF
PC000066
00017464 SPARKFUN
ELECTRONICS
U
542403
PCF
PC000066
00017460 DKC DIGI KEY
CORP
U
542403
JE16
J0024133
CLOSEOUT GRANT
U
542403
PCF
PC000065
00016871 RADIOSHACK
DEA00008755
U
542403
PCF
PC000065
00016872 OBJET
GEOMETRIES INC
U
542403
PCF
PC000065
00016883 DKC DIGI KEY
CORP
U
542403
PCF
PC000065
00016915 MCMASTERCARR
U
542403
PCF
PC000064
00016766 DKC DIGI KEY
CORP
U
542403
ACCR
PCF
PC000064
00016720 LOWES #02257
U
542403
ACCR
PCF
PC000064
00016712 STRATASYS INC.
U
542403
ACCR
PCF
PC000064
00016694 PAYPAL
ELECTROOP
U
542403
ACCR
PCF
PC000064
00016629 Amazon.com
U
542403
ACCR
PCF
PC000064
U
542403
ACCR
PCF
PC000064
00016624 MCMASTERCARR
00016574
INTERNATIONAL
TRANSACTION
U
542403
ACCR
PCF
PC000064
00016576 INGLES STORE
#50
U
542403
ACCR
PCF
PC000064
00016565 ELECTRO SONIC
INC.
U
542403
ACCR
PCF
PC000064
00016554 OMEGA
ENGINEERING INC
U
542403
ACCR
U
542403
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
28Aug12
31Jul12
31Jul12
31Jul12
31Jul12
30Jul12
30Jul12
30Jul12
30Jul12
30Jul12
30Jul12
30Jul12
30Jul12
30Jul12
30Jul12
YTD
634.89
+
YTD
12.69
+
YTD
495
+
YTD
3.97
+
YTD
13.91
+
YTD
35.21
+
YTD
16.29
+
YTD
-623.6
-
YTD
3.29
+
YTD
936
+
YTD
49.05
+
YTD
16.36
+
YTD
78.09
+
YTD
16.96
+
YTD
-48.27
-
YTD
269
+
YTD
23.64
+
YTD
87.21
+
YTD
1.32
+
YTD
4.26
+
YTD
165.29
+
YTD
21
+
372010
246220
170
372010
246220
170
372010
246220
170
372010
246220
170
31Jul12
31Jul12
31Jul12
31Jul12
422010
246220
170
422010
246220
170
422010
246220
170
422010
246220
170
422010
246220
170
422010
246220
170
422010
246220
170
23Jan13
22Oct12
25Sep12
25Sep12
24Aug12
30Jul12
13Jul12
170
5Oct12
170
24Oct12
453410
471310
246220
246220
583010
246220
170
583010
246220
170
583020
246220
170
583020
246220
170
589000
246220
170
589000
246220
170
54
9Oct12
9Oct12
1Nov12
24Jul12
7Aug12
7Aug12
PCF
PC000064
00016519 CARL ZEISS
INDUSTRIAL MET
PCF
PC000064
00016456 DKC DIGI KEY
CORP
U
542403
ACCR
PCF
PC000064
00016480 OMEGA
ENGINEERING INC
U
542403
ACCR
PCF
PC000064
00016457 MCMASTERCARR
U
542403
ACCR
INNI
I0268299
Jenkins, Wilson, Taylor, &
Hunt, P.
U
542403
INNI
I0260788
Jenkins, Wilson, Taylor, &
Hunt, P.
U
542403
INNI
I0257994
Jenkins, Wilson, Taylor, &
Hunt, P.
U
542403
INNI
I0257993
Jenkins, Wilson, Taylor, &
Hunt, P.
U
542403
INNI
I0254883
Jenkins, Wilson, Taylor, &
Hunt, P.
U
542403
INNI
I0252476
Jenkins, Wilson, Taylor, &
Hunt, P.
U
542403
ACCR
INNI
I0251403
Jenkins, Wilson, Taylor, &
Hunt, P.
U
542403
ACCR
INEI
PCF
I0258989
Apple, Inc
PC000068
00018618 DSGN SCIENCE
MATH TYPE
U
542403
ACCR
U
U
30Jul12
30Jul12
30Jul12
30Jul12
YTD
1950
+
YTD
54.71
+
YTD
179
+
YTD
35.74
+
YTD
50
+
YTD
175
+
YTD
54.1
+
YTD
77.1
+
YTD
175
+
YTD
55
+
YTD
960
+
542403
5Oct12
YTD
1000
+
542403
24Oct12
YTD
57
+
YTD
99
+
YTD
144
+
YTD
84
+
YTD
122
+
YTD
-54.94
-
YTD
-31.69
-
INNI
I0259357
Stone, Wesley L..
U
542403
INNI
I0259355
Stone, Wesley L..
U
542403
INNI
I0262001
Karayaka, Hayrettin Bora.
U
542403
INNI
I0251996
ASME
U
542403
JE16
J0023927
RECODE-GARDNER,
PATRICK
U
542403
JE16
J0023925
RECODE-GARDNER,
PATRICK
U
542403
IN16
23Jan13
22Oct12
25Sep12
25Sep12
24Aug12
30Jul12
13Jul12
9Oct12
9Oct12
1Nov12
24Jul12
7Aug12
31Jul12
589000
246220
170
589000
246220
170
589000
246220
170
589000
246220
170
589001
246220
170
589001
246220
170
589001
246220
170
589001
246220
170
589001
246220
170
589001
246220
170
589001
246220
170
589001
246220
170
589001
246220
170
596010
246220
170
596010
246220
170
596010
246220
170
596010
246220
170
596010
246220
170
7Aug12
3Aug12
24Jul12
24Jul12
24Oct12
24Oct12
12Oct12
27Sep12
20Sep12
28Aug12
7Aug12
7Aug12
7Aug12
12Feb13
30Nov12
19Oct12
28Sep12
12Sep12
860013
246220
170
860013
246220
170
7Nov12
7Nov12
860013
246220
170
6-
55
JE16
J0023925
RECODE-GARDNER,
PATRICK
INNI
I0252966
Gardner, Patrick J..
U
542403
INNI
I0251951
Gardner, Patrick J..
U
542403
INNI
I0251950
Gardner, Patrick J..
U
542403
U
542403
INNI
I0261112
Tanaka, Martin L..
U
542403
INNI
I0260968
Tanaka, Martin L..
U
542403
INNI
I0259711
Ford, Robert Wayne.
U
542403
INNI
I0258201
Gardner, Patrick J..
U
542403
INNI
I0257575
Gardner, Patrick J..
U
542403
INNI
I0255059
Gardner, Patrick J..
U
542403
JE16
J0023927
RECODE-GARDNER,
PATRICK
U
542403
JE16
J0023925
RECODE-GARDNER,
PATRICK
U
542403
JE16
J0023925
RECODE-GARDNER,
PATRICK
U
542403
INNI
I0270169
SunTrust Merchant
Services, LLC
U
542403
INNI
I0264416
SunTrust Merchant
Services, LLC
U
542403
INNI
I0260648
SunTrust Merchant
Services, LLC
U
542403
INNI
I0258269
SunTrust Merchant
Services, LLC
U
542403
INNI
I0256607
SunTrust Merchant
Services, LLC
U
542403
31Jul12
3Aug12
24Jul12
24Jul12
24Oct12
24Oct12
12Oct12
27Sep12
20Sep12
28Aug12
7Aug12
31Jul12
31Jul12
12Feb13
30Nov12
19Oct12
28Sep12
12Sep12
JE16
J0024827
TRF TO 222199
U
542403
JE16
J0024827
TRF TO 222201
U
542403
7Nov12
7Nov12
JE16
J0024798
TRF TO 222201
U
542403
6-
YTD
-18.72
-
YTD
54.94
+
YTD
31.69
+
YTD
18.72
+
YTD
222.35
+
YTD
38.44
+
YTD
39
+
YTD
65.87
+
YTD
52.49
+
YTD
25.32
+
YTD
54.94
+
YTD
31.69
+
YTD
18.72
+
YTD
110.77
+
YTD
7.2
+
YTD
1.89
+
YTD
3
+
YTD
147.19
+
YTD
500
+
YTD
2000
+
YTD
1000
+
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
860013
246220
170
R02810
246220
170
R02810
246220
170
56
Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
7Feb13
7Feb13
JE16
J0024798
TRF TO 222205
U
542403
JE16
J0024798
TRF TO 222208
U
542403
JE16
J0024798
TRF TO 222191
U
542403
JE16
J0024798
TRF TO 222203
U
542403
JE16
J0024798
TRF TO 222202
U
542403
JE16
J0024798
TRF TO 222196
U
542403
JE16
J0024798
TRF TO 222197
U
542403
JE16
J0024798
TRF TO 222206
U
542403
JE16
J0024798
TRF TO 222199
U
542403
JE16
J0024797
TRF TO 222191
U
542403
JE16
J0024797
TRF TO 222207
U
542403
JE16
J0024797
TRF TO 222198
U
542403
JE16
J0024797
TRF TO 222197
U
542403
JE16
J0024797
TRF TO 222196
U
542403
JE16
J0024797
TRF TO 222195
U
542403
JE16
J0024797
TRF TO 222193
U
542403
JE16
J0024797
TRF TO 222199
U
542403
JE16
J0024797
TRF TO 222192
U
542403
CHS1
F0042505
Kimmel School
U
542403
CHS1
F0042505
Kimmel School
U
542403
Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
6Nov12
7Feb13
7Feb13
YTD
1000
+
YTD
1000
+
YTD
1000
+
YTD
500
+
YTD
500
+
YTD
1000
+
YTD
1000
+
YTD
1000
+
YTD
1000
+
YTD
2329
+
YTD
916
+
YTD
1925
+
YTD
3192
+
YTD
1277.43
+
YTD
500
+
YTD
3325.13
+
YTD
6271.14
+
YTD
500
+
YTD
68.59
+
YTD
3685.79
+
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
57
4Feb13
30Jan13
28Jan13
22Jan13
22Jan13
22Jan13
10Jan13
10Jan13
10Jan13
7Jan13
7Jan13
20Dec12
20Dec12
13Dec12
13Dec12
13Dec12
29Nov12
19Nov12
19Nov12
19Nov12
19Nov12
19Nov12
CHS1
F0042482
Kimmel School
U
542403
CHS1
F0042453
Kimmel School
U
542403
CHS1
F0042418
Kimmel School
U
542403
CHS1
F0042346
kimmel School
U
542403
CHS1
F0042346
kimmel School
U
542403
CHS1
F0042346
Kimmel School
U
542403
CHS1
F0042289
Kimmel School
U
542403
CHS1
F0042289
Kimmel School
U
542403
CHS1
F0042289
Kimmel School
U
542403
CHS1
F0042263
Kimmel School
U
542403
CHS1
F0042263
Kimmel School
U
542403
CHS1
F0042183
Kimmel School
U
542403
CHS1
F0042183
Kimmel School
U
542403
CHS1
F0042141
Kimmel School
U
542403
CHS1
F0042141
Kimmel School
U
542403
CHS1
F0042141
Kimmel School
U
542403
CHS1
F0042058
Kimmel School
U
542403
CHS1
F0041993
Kimmel School
U
542403
CHS1
F0041993
Kimmel School
U
542403
CHS1
F0041993
Kimmel School
U
542403
CHS1
F0041993
Kimmel School
U
542403
CHS1
F0041993
Kimmel School
U
542403
4Feb13
30Jan13
28Jan13
22Jan13
22Jan13
22Jan13
10Jan13
10Jan13
10Jan13
7Jan13
7Jan13
20Dec12
20Dec12
13Dec12
13Dec12
13Dec12
29Nov12
19Nov12
19Nov12
19Nov12
19Nov12
19Nov12
YTD
295
+
YTD
464.74
+
YTD
587.5
+
YTD
920
+
YTD
2000
+
YTD
1094.02
+
YTD
621
+
YTD
2000
+
YTD
273.37
+
YTD
2000
+
YTD
1696.7
+
YTD
2000
+
YTD
2000
+
YTD
137.96
+
YTD
460
+
YTD
8000
+
YTD
2000
+
YTD
65
+
YTD
302.12
+
YTD
2000
+
YTD
183.64
+
YTD
1066.29
+
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
58
5Nov12
1Nov12
24Oct12
24Oct12
11Oct12
4Oct12
28Sep12
24Sep12
19Sep12
19Sep12
17Sep12
10Sep12
4Sep12
4Sep12
27Aug12
14Aug12
7Aug12
1Aug12
1Aug12
30Jul12
27Jul12
23Jul12
CHS1
F0041853
Kimmel School
U
542403
CHS1
F0041835
kimmel School
U
542403
CHS1
F0041797
Miscellaneous Dept
Revenue
U
542403
CHS1
F0041797
Kimmel School
U
542403
CHS1
F0041741
Kimmel School
U
542403
CHS1
F0041710
Kimmel School
U
542403
CHS1
F0041669
Kimmel School
U
542403
CHS1
F0041642
KIMMEL SCHOOL RPRC
U
542403
CHS1
F0041619
Kimmel School
U
542403
CHS1
F0041619
Kimmel School
U
542403
CHS1
F0041605
Kimmel School
U
542403
CHS1
F0041570
Kimmel School
U
542403
CHS1
F0041541
Kimmel School
U
542403
CHS1
F0041541
Kimmel School
U
542403
CHS1
F0041467
Kimmel School
U
542403
CHS1
F0041324
Kimmel School
U
542403
CHS1
F0041278
Kimmel School
U
542403
CHS1
F0041203
Kimmel School
U
542403
CHS1
F0041203
Kimmel School
U
542403
CHS1
F0041189
Kimmel School
U
542403
CHS1
F0041183
Kimmel School
U
542403
CHS1
F0041156
Kimmel School
U
542403
5Nov12
31Oct12
24Oct12
24Oct12
11Oct12
4Oct12
28Sep12
24Sep12
19Sep12
19Sep12
17Sep12
10Sep12
31Aug12
31Aug12
24Aug12
13Aug12
6Aug12
31Jul12
31Jul12
30Jul12
27Jul12
23Jul12
YTD
4000
+
YTD
319.63
+
YTD
3220
+
YTD
203.01
+
YTD
124.4
+
YTD
7627.5
+
YTD
992.57
+
YTD
1000
+
YTD
1000
+
YTD
1382.76
+
YTD
458.23
+
YTD
466.48
+
YTD
156.12
+
YTD
666.93
+
YTD
500
+
YTD
520
+
YTD
1613.1
+
YTD
2291.02
+
YTD
2740.4
+
YTD
1950
+
YTD
1000
+
YTD
25000
+
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
R02810
246220
170
59
19Jul12
17Jul12
17Jul12
17Jul12
12Jul12
CHS1
F0041142
Kimmel School
U
542403
CHS1
F0041130
Kimmel School
U
542403
CHS1
F0041130
Kimmel School
U
542403
CHS1
F0041130
Kimmel School
U
542403
CHS1
F0041108
CENTER FOR RAPID
RECONCILATION
U
542403
19Jul12
17Jul12
17Jul12
17Jul12
12Jul12
YTD
587.5
+
YTD
303.67
+
YTD
275.48
+
YTD
500
+
YTD
307.99
+
(Account 500109 – This cost data is better viewed in the Excel files)
EDA Grant
Account 500109
Account
Activity Date
Description
Amount
111010 24-Jan-13
HR Payroll 2013 MN 1 0
$1,775.57
111010 14-Dec-12
HR Payroll 2012 MN 12 0
$1,775.57
111010 19-Nov-12
HR Payroll 2012 MN 11 0
$1,775.57
111010 25-Oct-12
HR Payroll 2012 MN 10 0
$1,775.58
111010 20-Sep-12
HR Payroll 2012 MN 9 0
$1,826.69
111010 24-Aug-12
HR Payroll 2012 MN 8 0
$1,750.00
111010 20-Aug-12
HR Payroll 2012 MN 7 2
$1,750.00
121010 24-Jan-13
HR Payroll 2013 MN 1 0
$2,673.82
121010 8-Jan-13
HR Payroll 2012 MN 10 1
$(2,108.33)
121010 8-Jan-13
HR Payroll 2012 MN 10 2
$2,108.33
121010 8-Jan-13
HR Payroll 2012 MN 11 2
$2,108.33
121010 8-Jan-13
HR Payroll 2012 MN 11 1
$(2,108.34)
121010 14-Dec-12
HR Payroll 2012 MN 12 0
$2,701.19
121010 19-Nov-12
HR Payroll 2012 MN 11 0
$2,701.19
121010 25-Oct-12
HR Payroll 2012 MN 10 0
$2,701.18
121010 20-Sep-12
HR Payroll 2012 MN 9 0
$2,701.18
121010 19-Sep-12
HR Payroll 2012 MN 8 2
$592.85
121010 19-Sep-12
HR Payroll 2012 MN 7 2
$592.85
121010 24-Aug-12
HR Payroll 2012 MN 8 0
$2,108.33
121010 20-Aug-12
HR Payroll 2012 MN 7 2
$2,108.34
135050 18-Feb-13
HR Payroll 2013 BW 4 0
$1,160.00
151010 24-Jan-13
HR Payroll 2013 MN 1 0
$324.78
60
151010 8-Jan-13
HR Payroll 2012 MN 10 2
$158.73
151010 8-Jan-13
HR Payroll 2012 MN 10 1
$(158.73)
151010 8-Jan-13
HR Payroll 2012 MN 11 1
$(158.71)
151010 8-Jan-13
HR Payroll 2012 MN 11 2
$158.73
151010 14-Dec-12
HR Payroll 2012 MN 12 0
$327.57
151010 19-Nov-12
HR Payroll 2012 MN 11 0
$327.57
151010 25-Oct-12
HR Payroll 2012 MN 10 0
$327.57
151010 20-Sep-12
HR Payroll 2012 MN 9 0
$331.50
151010 19-Sep-12
HR Payroll 2012 MN 8 2
$40.33
151010 19-Sep-12
HR Payroll 2012 MN 7 2
$40.35
151010 24-Aug-12
HR Payroll 2012 MN 8 0
$284.56
151010 20-Aug-12
HR Payroll 2012 MN 7 2
$158.73
151010 20-Aug-12
HR Payroll 2012 MN 7 2
$125.83
152020 24-Jan-13
HR Payroll 2013 MN 1 0
$633.18
152020 8-Jan-13
HR Payroll 2012 MN 10 2
$300.02
152020 8-Jan-13
HR Payroll 2012 MN 10 1
$(300.02)
152020 8-Jan-13
HR Payroll 2012 MN 11 1
$(300.01)
152020 8-Jan-13
HR Payroll 2012 MN 11 2
$300.02
152020 14-Dec-12
HR Payroll 2012 MN 12 0
$637.04
152020 19-Nov-12
HR Payroll 2012 MN 11 0
$637.03
152020 25-Oct-12
HR Payroll 2012 MN 10 0
$637.04
152020 20-Sep-12
HR Payroll 2012 MN 9 0
$644.31
152020 19-Sep-12
HR Payroll 2012 MN 8 2
$84.36
152020 19-Sep-12
HR Payroll 2012 MN 7 2
$84.36
152020 24-Aug-12
HR Payroll 2012 MN 8 0
$549.05
152020 20-Aug-12
HR Payroll 2012 MN 7 2
$300.02
61
152020 20-Aug-12
HR Payroll 2012 MN 7 2
$249.03
156030 24-Jan-13
HR Payroll 2013 MN 1 0
$449.25
156030 8-Jan-13
HR Payroll 2012 MN 10 2
$216.33
156030 8-Jan-13
HR Payroll 2012 MN 10 1
$(216.33)
156030 8-Jan-13
HR Payroll 2012 MN 11 2
$216.33
156030 8-Jan-13
HR Payroll 2012 MN 11 1
$(216.33)
156030 14-Dec-12
HR Payroll 2012 MN 12 0
$449.23
156030 19-Nov-12
HR Payroll 2012 MN 11 0
$449.25
156030 25-Oct-12
HR Payroll 2012 MN 10 0
$449.23
156030 20-Sep-12
HR Payroll 2012 MN 9 0
$449.23
156030 19-Sep-12
HR Payroll 2012 MN 8 2
$103.11
156030 19-Sep-12
HR Payroll 2012 MN 7 2
$103.10
156030 24-Aug-12
HR Payroll 2012 MN 8 0
$346.12
156030 20-Aug-12
HR Payroll 2012 MN 7 2
$216.33
156030 20-Aug-12
HR Payroll 2012 MN 7 2
$129.80
157600 25-Jan-13
HRTaylor
$1.43
157600 25-Jan-13
KAStenger
$0.96
157600 25-Jan-13
KAStenger
$0.32
157600 25-Jan-13
MJClare
$0.07
157600 25-Jan-13
MJClare
$0.08
157600 25-Jan-13
MJClare
$0.86
157600 25-Jan-13
BRBanther
$0.17
157600 25-Jan-13
BRBanther
$0.08
157600 25-Jan-13
BRBanther
$0.02
157600 25-Jan-13
BRBanther
$0.02
157600 25-Jan-13
BRBanther
$0.43
62
157600 21-Dec-12
HRTaylor
$1.43
157600 21-Dec-12
KAStenger
$0.96
157600 21-Dec-12
KAStenger
$0.32
157600 21-Dec-12
MJClare
$0.06
157600 21-Dec-12
MJClare
$0.74
157600 21-Dec-12
MJClare
$0.07
157600 21-Dec-12
BRBanther
$0.02
157600 21-Dec-12
BRBanther
$0.08
157600 21-Dec-12
BRBanther
$0.17
157600 21-Dec-12
BRBanther
$0.02
157600 21-Dec-12
BRBanther
$0.43
157600 27-Nov-12
HRTaylor
$1.43
157600 27-Nov-12
KAStenger
$0.32
157600 27-Nov-12
KAStenger
$0.96
157600 27-Nov-12
MJClare
$0.76
157600 27-Nov-12
MJClare
$0.07
157600 27-Nov-12
MJClare
$0.06
157600 27-Nov-12
BRBanther
$0.43
157600 27-Nov-12
BRBanther
$0.02
157600 27-Nov-12
BRBanther
$0.02
157600 27-Nov-12
BRBanther
$0.17
157600 27-Nov-12
BRBanther
$0.08
157600 29-Oct-12
HRTaylor
$1.43
157600 29-Oct-12
KAStenger
$0.96
157600 29-Oct-12
KAStenger
$0.32
157600 29-Oct-12
MJClare
$0.06
63
157600 29-Oct-12
MJClare
$0.77
157600 29-Oct-12
MJClare
$0.07
157600 29-Oct-12
BRBanther
$0.02
157600 29-Oct-12
BRBanther
$0.43
157600 29-Oct-12
BRBanther
$0.08
157600 29-Oct-12
BRBanther
$0.02
157600 29-Oct-12
BRBanther
$0.17
157600 3-Oct-12
HRTAYLOR
$1.43
157600 3-Oct-12
MJCLARE
$1.01
157600 3-Oct-12
BRBANTHER $0.72
157600 24-Sep-12
HRTaylor
$1.43
157600 24-Sep-12
KAStenger
$0.32
157600 24-Sep-12
KAStenger
$0.96
157600 24-Sep-12
MJClare
$0.07
157600 24-Sep-12
MJClare
$0.77
157600 24-Sep-12
MJClare
$0.06
157600 24-Sep-12
BRBanther
$0.17
157600 24-Sep-12
BRBanther
$0.02
157600 24-Sep-12
BRBanther
$0.02
157600 24-Sep-12
BRBanther
$0.08
157600 24-Sep-12
BRBanther
$0.43
157600 19-Sep-12
KASTENGER $2.56
157600 28-Aug-12
HRTaylor
$1.43
157600 28-Aug-12
MJClare
$0.07
157600 28-Aug-12
MJClare
$0.86
157600 28-Aug-12
MJClare
$0.08
64
157600 28-Aug-12
BRBanther
$0.02
157600 28-Aug-12
BRBanther
$0.43
157600 28-Aug-12
BRBanther
$0.08
157600 28-Aug-12
BRBanther
$0.17
157600 28-Aug-12
BRBanther
$0.02
271221 4-Feb-13
Gardner, Patrick J..
$829.60
271420 13-Dec-12
Taylor, Hugh Ryan.
$24.98
271420 27-Sep-12
MotorPool 32333
$350.90
272114 20-Sep-12
Taylor, Hugh Ryan.
$168.00
272415 20-Sep-12
Taylor, Hugh Ryan.
$64.70
272716 13-Dec-12
Taylor, Hugh Ryan.
$12.75
272716 20-Sep-12
Taylor, Hugh Ryan.
$15.00
293054 28-Sep-12
00017677 COUNCIL FOR ENTREPRENT
564010 4-Feb-13
JAN 2013 F&A CHARGES
$1,483.16
564010 2-Jan-13
DEC 2012 F&A CHARGES
$1,483.42
564010 29-Nov-12
NOV 2012 F&A CHARGES
$1,472.65
564010 31-Oct-12
RECORD OCT 2012 IDC
$1,543.28
564010 28-Sep-12
RECORD SEP 2012 IDC
$2,049.92
564010 29-Aug-12
RECORD AUG 2012 IDC
$2,519.83
R02410 13-Dec-12
US Dept Ed Wire
R02410 7-Nov-12
US DEPT COMMERCE WIRE $8,480.11
R02410 7-Nov-12
EDA WIRE
Total
65
$85,250.87
$7,441.37
$14,646.81
$275.00
Account 152881 – General Academic Support
Fund #152881
Activity
Account
Date
271420
19-Dec-12
271420
26-Jul-12
272224
29-Nov-12
272415
6-Dec-12
272525
29-Nov-12
281120
18-Jan-13
281120
19-Dec-12
281120
29-Nov-12
281120
24-Oct-12
281120
28-Sep-12
281120
29-Aug-12
281120
27-Jul-12
284010
12-Feb-13
284010
14-Jan-13
284010
14-Jan-13
284010
29-Nov-12
284010
29-Nov-12
284010
29-Nov-12
284010
25-Oct-12
284010
12-Sep-12
284010
29-Aug-12
284010
10-Jul-12
285010
30-Jan-13
285010
27-Jul-12
285015
12-Feb-13
285015
15-Jan-13
285015
19-Dec-12
285015
1-Nov-12
285015
29-Oct-12
285015
28-Aug-12
311010
28-Aug-12
311010
28-Aug-12
311010
453410
28-Aug-12
22-Jan-13
66
Description
Int Inv November MP 2012 Mileage
Gardner, Patrick J..
Gardner, Patrick J..
Gardner, Patrick J..
Gardner, Patrick J..
Phone Invoice T121216819
T121116816 PHONE INV
Phone Invoice T121016814
Phone Invoice T120916804
Phone Invoice T120816794
Phone Invoice T120716782
Phone Invoice T120616776
Postage January 2013
Postage November 2012
Postage November 2012
POSTAGE_OCT2012
POSTAGE_OCT
POSTAGE_OCT
POSTAGE_SEPT2012
POSTAGE_AUG2012
POSTAGE_JUL2012
POSTAGE JUNE2012
PrintShopBilling-1176
PrintShopBilling-6051
JAN-13 PAWPrint
DEC-12 PAWPrint
NOV-12 PawPrint
SEPT_12 PawPrint
AUG_12 PawPrint
JUL_12 PawPrint
00017162
STAPLS7087878549000001
00017330
STAPLS7088043067000001
00017198
STAPLS7087878549000002
RECODE-APPLE INC
Total Incurred Expenses
$339.35
$47.40
$94.50
$25.90
$69.50
$8.91
$24.66
$13.08
$5.79
$12.42
$15.12
$9.42
$3.38
$0.45
$6.03
$2.65
($4.60)
$4.60
$12.44
$2.70
$6.71
$3.38
$63.00
$46.13
$35.45
$54.65
$83.50
$84.10
$123.35
$23.55
$98.47
$154.81
$36.96
$997.00
$2,504.76
Account 152879 – Appropriation
Fund 152879
Account
Activity
Date
111010
24-Jan-13
111010
14-Dec-12
111010
19-Nov-12
111010
25-Oct-12
111010
20-Sep-12
111010
24-Aug-12
111010
20-Aug-12
111010
20-Aug-12
111010
24-Jul-12
121010
24-Jan-13
121010
14-Dec-12
121010
19-Nov-12
121010
25-Oct-12
121010
20-Sep-12
121010
19-Sep-12
121010
19-Sep-12
121010
24-Aug-12
121010
24-Jul-12
151010
24-Jan-13
151010
14-Dec-12
151010
151010
19-Nov-12
25-Oct-12
67
Description
HR Payroll 2013
MN 1 0
HR Payroll 2012
MN 12 0
HR Payroll 2012
MN 11 0
HR Payroll 2012
MN 10 0
HR Payroll 2012
MN 9 0
HR Payroll 2012
MN 8 0
HR Payroll 2012
MN 7 2
HR Payroll 2012
MN 7 1
HR Payroll 2012
MN 7 0
HR Payroll 2013
MN 1 0
HR Payroll 2012
MN 12 0
HR Payroll 2012
MN 11 0
HR Payroll 2012
MN 10 0
HR Payroll 2012
MN 9 0
HR Payroll 2012
MN 8 2
HR Payroll 2012
MN 7 2
HR Payroll 2012
MN 8 0
HR Payroll 2012
MN 7 0
HR Payroll 2013
MN 1 0
HR Payroll 2012
MN 12 0
HR Payroll 2012
MN 11 0
HR Payroll 2012
Amount
$ 15,980.23
$ 15,980.24
$ 15,980.23
$ 16,031.05
$ 16,495.12
$ 15,783.21
$
9,316.67
$ (6,683.34)
$ 13,149.88
$
1,293.86
$
1,320.54
$
1,320.56
$
1,320.55
$
1,320.55
$
578.42
$
578.42
$
742.13
$
742.13
$
1,261.30
$
1,267.74
$
$
1,267.76
1,271.65
151010
20-Sep-12
151010
19-Sep-12
151010
19-Sep-12
151010
24-Aug-12
151010
20-Aug-12
151010
20-Aug-12
151010
24-Jul-12
152020
24-Jan-13
152020
14-Dec-12
152020
19-Nov-12
152020
25-Oct-12
152020
20-Sep-12
152020
19-Sep-12
152020
19-Sep-12
152020
24-Aug-12
152020
20-Aug-12
152020
20-Aug-12
152020
24-Jul-12
156030
24-Jan-13
156030
14-Dec-12
156030
19-Nov-12
156030
25-Oct-12
156030
156030
20-Sep-12
19-Sep-12
68
MN 10 0
HR Payroll 2012
MN 9 0
HR Payroll 2012
MN 8 2
HR Payroll 2012
MN 7 2
HR Payroll 2012
MN 8 0
HR Payroll 2012
MN 7 2
HR Payroll 2012
MN 7 1
HR Payroll 2012
MN 7 0
HR Payroll 2013
MN 1 0
HR Payroll 2012
MN 12 0
HR Payroll 2012
MN 11 0
HR Payroll 2012
MN 10 0
HR Payroll 2012
MN 9 0
HR Payroll 2012
MN 8 2
HR Payroll 2012
MN 7 2
HR Payroll 2012
MN 8 0
HR Payroll 2012
MN 7 2
HR Payroll 2012
MN 7 1
HR Payroll 2012
MN 7 0
HR Payroll 2013
MN 1 0
HR Payroll 2012
MN 12 0
HR Payroll 2012
MN 11 0
HR Payroll 2012
MN 10 0
HR Payroll 2012
MN 9 0
HR Payroll 2012
$
1,306.62
$
39.36
$
39.35
$
1,209.85
$
671.47
$
(493.72)
$
1,030.79
$
2,458.11
$
2,461.90
$
2,461.90
$
2,469.13
$
2,535.15
$
82.31
$
82.31
$
2,351.55
$
1,325.76
$
(951.04)
$
1,976.83
$
1,380.39
$
1,380.38
$
1,380.41
$
1,380.40
$
$
1,385.61
100.59
156030
19-Sep-12
156030
24-Aug-12
156030
20-Aug-12
156030
20-Aug-12
156030
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
24-Jul-12
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
25-Jan-13
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
69
MN 8 2
HR Payroll 2012
MN 7 2
HR Payroll 2012
MN 8 0
HR Payroll 2012
MN 7 2
HR Payroll 2012
MN 7 1
HR Payroll 2012
MN 7 0
WYang
WYang
WYang
WYang
WYang
KAStenger
KAStenger
JDGraham
JDGraham
JAFoster
JAFoster
MJClare
MJClare
MJClare
BRBanther
BRBanther
BRBanther
BRBanther
BRBanther
WYang
WYang
WYang
WYang
WYang
KAStenger
KAStenger
JDGraham
JDGraham
JAFoster
JAFoster
MJClare
MJClare
MJClare
$
100.59
$
1,277.33
$
696.58
$
(541.91)
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
1,130.33
0.32
2.64
0.33
0.19
1.68
0.31
0.94
0.15
2.86
0.53
0.21
4.36
0.35
0.40
0.12
0.96
0.10
2.43
0.44
0.33
0.19
1.61
1.70
0.32
0.31
0.94
0.15
2.86
0.21
0.53
3.76
0.30
0.34
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
70
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
21-Dec-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
27-Nov-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
29-Oct-12
BRBanther
BRBanther
BRBanther
BRBanther
BRBanther
WYang
WYang
WYang
WYang
WYang
KAStenger
KAStenger
JDGraham
JDGraham
JAFoster
JAFoster
MJClare
MJClare
MJClare
BRBanther
BRBanther
BRBanther
BRBanther
BRBanther
WYang
WYang
WYang
WYang
WYang
KAStenger
KAStenger
JDGraham
JDGraham
JAFoster
JAFoster
MJClare
MJClare
MJClare
BRBanther
BRBanther
BRBanther
BRBanther
BRBanther
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
0.10
0.96
0.44
0.12
2.43
1.73
1.63
0.34
0.20
0.33
0.31
0.94
2.86
0.15
0.21
0.53
0.31
0.35
3.86
0.44
0.12
2.43
0.96
0.10
0.20
1.65
0.34
0.33
1.74
0.31
0.94
0.15
2.86
0.53
0.21
0.31
3.93
0.36
0.44
0.96
0.10
2.43
0.12
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
71
3-Oct-12
3-Oct-12
3-Oct-12
3-Oct-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
24-Sep-12
19-Sep-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
28-Aug-12
25-Jul-12
25-Jul-12
BRBANTHER
MJCLARE
MJCLARE
BRBANTHER
WYang
WYang
WYang
WYang
WYang
KAStenger
KAStenger
JDGraham
JDGraham
JAFoster
JAFoster
MJClare
MJClare
MJClare
BRBanther
BRBanther
BRBanther
BRBanther
BRBanther
KASTENGER
WYang
WYang
WYang
WYang
WYang
JDGraham
JDGraham
JAFoster
JAFoster
MJClare
MJClare
MJClare
BRBanther
BRBanther
BRBanther
BRBanther
BRBanther
WYang
WYang
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
4.04
5.11
(1.70)
(4.76)
0.21
1.74
0.36
0.35
1.84
0.94
0.31
0.15
2.86
0.21
0.53
0.36
0.31
3.91
0.10
0.44
2.43
0.96
0.12
2.49
0.35
0.34
0.20
1.70
1.80
2.86
0.15
0.21
0.53
0.35
4.36
0.40
0.10
0.12
0.96
2.43
0.44
0.40
2.03
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
157600
25-Jul-12
25-Jul-12
25-Jul-12
25-Jul-12
25-Jul-12
25-Jul-12
25-Jul-12
25-Jul-12
25-Jul-12
25-Jul-12
25-Jul-12
25-Jul-12
25-Jul-12
25-Jul-12
25-Jul-12
244110
244110
244110
244110
244110
244110
244110
244110
244110
244110
244110
22-Jan-13
3-Jan-13
3-Jan-13
3-Jan-13
3-Jan-13
3-Jan-13
3-Jan-13
3-Jan-13
3-Jan-13
3-Jan-13
3-Jan-13
72
WYang
WYang
WYang
JDGraham
JDGraham
JAFoster
JAFoster
MJClare
MJClare
MJClare
BRBanther
BRBanther
BRBanther
BRBanther
BRBanther
RECODEGEOMAGIC
Geomagic, Inc.
Geomagic, Inc.
Geomagic, Inc.
Geomagic, Inc.
Geomagic, Inc.
Geomagic, Inc.
Geomagic, Inc.
Geomagic, Inc.
Geomagic, Inc.
Geomagic, Inc.
Total
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
1.91
0.23
0.38
0.15
2.86
0.53
0.21
1.45
0.12
0.13
0.11
1.13
0.52
0.14
2.86
$ (2,800.00)
$
213.00
$
213.00
$
347.00
$
213.00
$
213.00
$
347.00
$
213.00
$
347.00
$
347.00
$
347.00
$ 157,175.63