''Other Copper Projects

A small technical work program at Galore Creek is planned for 2014 to incorporate the results of recent drilling activity and engineering studies, with no significant field activity planned. No significant work was done in the fourth quarter at Schaft Creek. Some engineering studies will continue, but no drilling activities are planned for 2014.''

This is a typical Teck Q4 hush hush on spending, it's a forward statement on 2014 for their shareholders. Teck won't come out and say it out loud (not yet).

The official JV meeting is in March, that's when the actual program will be announced.

BTW Elmer has already met with Teck and SC is heading exactly where he wants it.

The Teck AGM is in April.

No drilling = they've seen enough. (we have 2 Billion tonnes)

Engineering studies = moving forward

I'm sure Hole 435 convinced Teck. Hole 435 hit 0.44%CuEq in the inferred block. Higher grades in the inferred block than in the average M&I block.

http://www.copperfoxmetals.com/i/maps/2013_X_sect_6360500.jpg

Schaft Creek is the only project Teck is spending money on. Engineering work is the next step toward a production decision, CUU won't be around for a production decision.

Elmer will probably have Teck squeeze in 3-4 very strategic drill holes as the engineering work is ongoing. You just won't see that in a Teck Q4 forward statement....

You want to see metallurgical work, bump up copper recoveries just 1%..how about 2% and WOW.

This was in the Feasibility enhancement and they are doing it:

Project Enhancements

The Feasibility Study makes recommendations for further development of the project that could enhance the economics of Schaft Creek including:

1. Copper Fox undertakes a diamond drilling program at Schaft Creek with a goal to determine the extent to which the 171.16 million tonnes of inferred resource, that lie within the pit shell, can be upgraded to a Measured or Indicated Resource. To the degree such a program is successful it will remove the affected material from being categorized as a rock removal expense to an ore bearing material and as such, a revenue generator; and
2. Additional metallurgical testwork to pursue opportunities to increase metal recoveries and reduce processing costs.
3. Shorten the project development execution timeline.

Elmer is going to sell this, internal work is being done. Schaft Creek is moving forward.

Arizona looking very very promissing...make sure to sell me all your shares free shares the second Desert Fox is spun...

BTW, this is useful:

https://www.minewiki.org/index.php/The_stages_of_mine_design

Total project design sequence

Project studies and design fit into the total project design sequence as follows:

1. Pre-evaluation study - Exploration drilling, preliminary orebody identification, and venture studies.
2. Concept or Scoping study – This study will present a number of possible options (including “outside the box” options) and provide a very high level review of these options. A conventional (minimal risk) option will be outlined in more detail and an order-of-magnitude cost/schedule developed to a scoping study level of accuracy in order to determine if the site is or has the potential to become a viable project. A successful scoping study will lead to additional work in several areas, including additional diamond drilling for geological resource upgrade, initial geotechnical studies, initial hydrogeological studies, initial metallurgical studies, a start of environmental baseline data collection, and the start of a pre-feasibility study.
3. Pre-feasibility study – Based on the possible options presented in the scoping study, a number of trade-offs will be completed and a preferred Base Case option will be identified. The preferred Base Case option will be developed to a pre-feasibility study level of accuracy to provide some level of confidence in the production capacity/ore grades/metal recovery, capital and operating costs, project schedule, and project risks/opportunities. A financial analysis will be completed in order to assess the economic viability of the project. A successful pre-feasibility study will lead to additional work including detailed geotechnical and hydrogeological studies, detailed metallurgical testwork and initial process studies (process flowsheet defined), the start of a formal community consultation process, the start of Environmental Impact Assessment and permitting processes, and the start of a feasibility study.
4. Feasibility study – The pre-feasibility study selects a Base Case option and provides a mid-level accuracy capital/operating cost, schedule, etc. The feasibility study includes the collection of more detailed information, additional designs, collection of additional project-specific cost information (including vendor quotes for major items) in order to refine the project cost and schedule. The study will also address any information gaps, issues of concern, risks, and opportunities identified in the prefeasibility study. This document must provide the level of confidence for senior management to support the commitment of funds and other resources (often hundreds of millions of dollars) for the detailed project design, project construction, and operation/closure of the facility. A successful feasibility study will permit other parallel activities to continue, including procurement of major (long-lead) plant equipment and materials, finalization of permit applications and submissions for permits, and planning for construction, training programs, safety programs, etc.
5. Detailed engineering – This stage includes completion of detailed designs based on the project scope and concept designs approved in the feasibility study, and the issuing of “for construction” designs, provision of construction and equipment specifications, scope of work packages for contract documents, definition of and procedures for construction quality control, etc. The purchase of key plant equipment often occurs prior to or in parallel with this stage of design, as vendor drawings for equipment are required in order to complete the detailed engineering designs.
6. Site Construction – During the course of construction, “home office” and field engineering will address construction change and drawing/specification clarification issues which arise during the course of construction, carry out inspections to confirm that construction is as per the design, and confirm adherence to appropriate quality control practices. Site engineers may also be required to confirm appropriate as-built records are kept, assemble records of vendor documents (installation instructions, operating manuals, maintenance manuals), and other construction control activities.
7. Commissioning and turn-over to operations – Vendor representatives and field engineering personnel take part in the formal completion of the project including proof of operability testing and acceptance by the Owner that the project construction and performance is as per the design and that it meets the required plant performance and safety requirements. In parallel, the final operating control programs are completed, installed, and tested. All final project information including final design packages, as-built drawings, contract packages and contract close-out documents, operations and maintenance manuals for equipment, quality assurance/quality control records, commissioning records, etc are assembled and formally turned over to the Owner.