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2 MAINTAINING READINESS THROUGH FISCAL RESPONSIBILITY COVER PHOTOS (FRONT): Crew members conduct sling load training near Savannah, GA. (Photo courtesy of the Georgia National Guard) Army Reserve Soldiers and competitors listen to a class on rifle marksmanship before the inaugural Army Reserve Small Arms Championship. (U.S. Army photo by Sgt. 1st Class Michel Sauret) (BACK): Soldiers march in formation to kick off a departure ceremony. (U.S. Army Reserve photo by Sgt. 1st Class Mark Bell) (INSIDE COVER): Aerial shot showing a complete beach restoration project that is a part of Flood Coastal and Coastal Emergency Act serving as a buffer from coastal flooding. (Photo courtesy of U.S. Army Corps of Engineers) CORPS OF ENGINEERS CIVIL WORKS
3 CONTENTS Message from the Assistant Secretary of the Army (Civil Works) 3 Message from the USACE Chief Financial Officer 5 Management s Discussion and Analysis 7 Civil Works Program Principal Financial Statements, Notes, Supplementary Information, and Auditor s Report 37
5 MESSAGE Assistant Secretary of the Army (Civil Works) 3 The U.S. Army Corps of Engineers continues to consistently deliver innovative, resilient, risk informed solutions to the Nation s most complex water resource challenges and to serve the Nation through identification, construction, operation and maintenance of water resources infrastructure that will reduce flood risk to communities; facilitate commercial navigation; and restore degraded aquatic ecosystems. Over the past 5 years, annual regular appropriations for the Army Civil Works Program averaged over $5 billion; an additional $7 billion was appropriated for disaster relief. These funds, coupled with funding provided from non- Federal cost-sharing partners and other receipts, were used to accomplish core missions of flood risk management, navigation, and ecosystem restoration as well as to provide renewable hydropower, prevent future environmental losses, provide proper stewardship and recreation opportunities for the public, and to implement effective, reliable, and adaptive life-cycle performance management of aging infrastructure. In Fiscal Year 2014, the Corps of Engineers obligated more than $6 billion and expended more than $5 billion of regular and disaster relief appropriations. In addition, approximately $3 billion is expended annually as part of the Army Civil Works program to support State and local governments, other Federal agencies, international organizations and foreign governments. The Corps of Engineers is operating in a more complex, resource-constrained environment requiring greater collaboration and trust with our customers, partners, stakeholders and the public. In an ongoing effort to maximize taxpayer dollars and return the highest value to the Nation, the Army continues to seek opportunities to deliver planning study solutions in a timely and cost-effective manner, to manage cost, schedule, and scope growth of ongoing construction projects, and to use risk to prioritize maintenance needs. As is demonstrated in the following pages, the Army continues to be committed to managing the Nation s water resources in a fiscally responsible manner. Jo-Ellen Darcy Assistant Secretary of the Army (Civil Works)
7 MESSAGE USACE Chief Financial Officer 5 The United States Army Corps of Engineers (USACE) Civil Works Annual Financial Report highlights our financial position and results of operations for Fiscal Year (FY) Through USACE s commitment to our financial business processes and strong devotion to accountability, we provide assurance over the reliability of our financial reporting for the approximately $17.7 billion of FY 2014 funds obligated for our Civil Works activities. I am proud to say that the continued hard work and commitment of USACE employees and our financial business processes led to our seventh consecutive clean unmodified (AICPA s replacement term for unqualified) audit opinion and for the third straight year our operations are free of material weaknesses. The beginning of FY 2014 was diffcult and frustrating for USACE employees due to the government shutdown, especially since it came on the heels of the FY 2013 furloughs. However, in the face of these challenges, the USACE workforce remained steady and enthusiastic, ensuring that internal controls and financial reporting processes remained strong. Every USACE District contributed to USACE achieving a clean unmodified audit opinion year after year. Their devotion to creating and maintaining transparent financial records and their emphasis on accountability have led to an environment of audit sustainability within USACE. These efforts along with good working relationships with the external auditors, a strong financial management system, and the USACE Finance Center have led to significant cost savings over the years as sample size has reduced by 86% since FY 2010 and cost per year has reduced by 36% since FY Moving forward we will continue to place utmost attention on the morale and well-being of our employees as we wade through an uncertain and strained fiscal reality of dwindling resources. This report and the accomplishments it describes reflect their extraordinary dedication to duty. Wesley C. Miller Chief Financial Offcer
8 The Corps, through partnerships with other government and non-government organizations, accomplishes its multi-faceted missions in an environmentally sustainable manner that is both economically and technically sound. Eagles perched near Longview Lake. (Photo courtesy of U.S. Army Corps of Engineers) 6 FY 2014 UNITED STATES ARMY CORPS OF ENGINEERS ANNUAL FINANCIAL REPORT
9 7 Fishing at the Bradford Island Recreation Area at Bonneville Lock and Dam. (Photo by Eric Hamilton) OVERVIEW The United States Army Corps of Engineers (USACE) is comprised of two major programs: the Civil Works program and the Military program. These financial statements represent only the Army Civil Works program (USACE-CW). The Military program is reported within the Army General Fund Financial Statements. Mission The USACE-CW mission is to (1) contribute to the national welfare and serve the nation with quality and responsive development and management of the Nation s water resources; (2) protect, restore, and manage the aquatic environment; and (3) provide engineering and technical services. This multi-faceted mission is accomplished in an environmentally sustainable manner that is both economically and technically sound. Developing and Managing the Nation s Water Resources The original role of the USACE-CW, as it related to water resources, was to support lake, riverine, coastal, and inland navigation by building breakwaters and other structures by developing navigation channels. Over the years, the USACE-CW role expanded to include: (1) flood risk management; (2) improvement of aquatic habitat; (3) generation of hydroelectric power at USACE-CW dams constructed primarily for other purposes; (4) recreation opportunities at USACE-CW dams constructed primarily for other purposes; (5) water storage for municipal and industrial water at USACE-CW dams constructed primarily for other purposes; (6) regulation of obstructions in and discharges into navigable waters; and, (7) disaster response and emergency planning and management. Protecting, Restoring and Managing the Aquatic Environment The Rivers and Harbors Act of 1890 required the USACE-CW to prevent the obstruction of navigable waterways. As environmental concerns grew in the 20th century, several statutes were passed promoting conservation of fish and wildlife. The National Environmental Policy Act, enacted in 1970, emphasized the need to consider environmental impacts when planning projects. The Clean Water Act of 1972 greatly broadened the scope of the USACE-CW s responsibility for regulating discharges into U.S. waters, including the country s wetlands. The USACE-CW s
10 environmental responsibilities have continued to increase through legislation, and now include aquatic ecosystem restoration, clean-up of early atomic energy program sites, and stewardship responsibilities at USACE-CW dams. Responding and Assisting in Disaster Relief Throughout history, the United States (U.S.) has relied on the USACE-CW for help both in times of natural and man-made disasters. The USACE-CW responds to disasters under two primary authorities: the Flood Control and Coastal Emergency Act (Public Law [P.L.] 84-99, as amended) and to the Robert T. Stafford Disaster Relief and Emergency Assistance Act (P.L , as amended). The USACE-CW primary role in emergency relief and recovery operations is to provide public works and engineering support. Providing Engineering Support and Technical Services In Titles 10 and 33 of the U.S. Code (U.S.C.), Congress authorized the USACE-CW to provide services on a reimbursable basis to other federal entities, both state and local, as well as tribal governments, private firms, and international organizations. Additionally, authority to provide services to all federal agencies is found in Titles 15, 22, and 31, which include providing services to foreign governments. THE CIVIL WORKS PROGRAM The USACE-CW is funded primarily through Energy and Water Development appropriations. Those appropriations are provided at the account level Investigations (I), Construction (C), Operation and Maintenance (O&M), Mississippi River & Tributaries (MR&T), Flood Control and Coastal Emergencies (FCCE), Regulatory, Expenses, Formerly Utilized Sites Remedial Action Program (FUSRAP), and the Offce of the Assistant Secretary of the Army for Civil Works (OASA-CW). The New England District project to repair the south jetty of Newburyport Harbor, Newburyport, MA. (Photo courtesy of U.S. Army Corps of Engineers) The USACE-CW classifies its work by business lines, which provide a framework for describing the Army Civil Works program and is the framework used for developing annual budgets; however, funds for the Army Civil Works program are appropriated and apportioned by account. Associated civil works activities fall under one or more business lines. In Fiscal Year (FY) 2014, the USACE-CW carried $11,745 million unobligated and $6,615 million in unpaid obligations into FY 2014 and the USACE-CW received a total of $5,910 million in new budget authority to include $277 million in recoveries. Of the $24,546 million available for expenditure, the USACE expended a total of $7,205 million or 29% of the total available. The targets identified in the business line performance tables are limited to FY 2014 allocations. A description of the business lines of the USACE-CW follows Figure 1. Figure 1 lists the business lines that receive direct appropriations and the funds used for executive direction and management for FY The targets identified in the business line performance tables are limited to these FY 2014 allocations and do not include funds carried over from prior years. Through the American Recovery and Reinvestment Act (ARRA) of 2009, the USACE-CW received $4,600 million. All of the USACE-CW business lines, except emergency management, received ARRA funding for various programs, projects, and activities. Specific information on ARRA funding may be found at the USACE-CW Recovery website at 8 FY 2014 UNITED STATES ARMY CORPS OF ENGINEERS ANNUAL FINANCIAL REPORT
11 $116 CIVIL WORKS Management s Discussion and Analysis 9 As of the end of FY 2014, 98.5% of the $4,600 million in ARRA funds had been expended. The USACE-CW received the ARRA funds in FY 2009 and expects to expend the rest of these funds in FY These funds are included in the expenditure totals but not in the business line performance table targets. New York District completed the maintenance dredging of nearly 680,000 cubic yards of sand from the Jones Inlet Federal Navigation Channel in Nassau County, NY. (Photo courtesy of U.S. Army Corps of Engineers, New York District) FIGURE 1. FY 2014 USACE-Civil Works Appropriations (in Millions) by Business Line 1 $35 $45 $187 $264 $103 $410 $200 $2,280 $223 $1,565 Navigation Flood Risk Management Hydropower Regulatory Environment - Ecosystem Restoration Environment - Stewardship Environment - FUSRAP Emergency Management Recreation Water Storage for Water Supply Executive Direction and Management 1 Executive Direction and Management includes $182 million for Expenses and $5 million for OASA-CW. Through the Disaster Relief Appropriations Act of 2013, (P.L ), the USACE-CW received $5,100 million (net of sequestration) for repairs, rehabilitation, and recovery from the effect of Hurricane Sandy. Funds were provided in six appropriations I, C, O&M, FCCE, MR&T, and Expenses. The funds will be used primarily for flood risk management, including developing a comprehensive risk management plan, sustainable risk management projects, repairing and restoring damaged flood risk management projects, and maintenance dredging of affected navigation channels. These funds are available until expended and, in the case of studies and construction, will be used over a period of years to implement recovery and sustainable development plans. These funds are included in the expenditure totals, but not in the applicable business line performance table targets. Navigation The Navigation business line supports safe, reliable, highly cost-effective, and environmentally sustainable waterborne transportation systems for the movement of commercial goods. The program funds a combination of capital improvements and the operation and maintenance of existing infrastructure projects. Roughly 97% of America s overseas international trade (by volume) and 64% of its international trade (by value) moves through its ports. Our nation s marine assets include a network of navigable coastal channels, inland waterways, and infrastructure, as well as publicly and privately owned vessels, marine terminals, intermodal connections, shipyards, and repair facilities. The USACE-CW maintains approximately 12,000 miles of inland waterways with 220 locks at 171 sites; approximately 300 deep-draft and 600 shallowdraft Great Lakes and coastal ports extending 13,000 miles and include 21 locks at 15 sites; and more than 900 coastal navigation structures. In FY 2014, Navigation, estimated at $2,280 million, accounted for almost 42% of the FY 2014 USACE-CW appropriations.
12 Flood Risk Management The Flood Risk Management (FRM) business line reduces the risk to human safety and property damage in the event of floods and coastal storms. The USACE-CW manages 8,500 miles of levees and dikes, 383 reservoirs, and more than 90 storm damage reduction projects along 240 miles of the nation s 2,700 miles of shoreline. With the exception of reservoirs, upon completion, most infrastructure built under the auspices of FRM is transferred to the sponsoring cities, towns, and special use districts that own and operate the projects. Over the years, the USACE-CW mission of addressing the causes and impacts of flooding has evolved to reflect an increased understanding of the complexity and dynamics of flood problems the interaction of natural forces and human development as well as for the federal, state, local, and individual partnerships needed to thoroughly manage the risks caused by coastal storms and heavy rains. The USACE-CW flood risk management projects represent sound scientific and engineering solutions that help reduce flood risks. In FY 2014, Flood Risk Management, estimated at $1,565 million, accounted for more than 28% of the FY 2014 USACE-CW appropriations. Environment The USACE-CW has three distinct areas that are focused on the environment: (1) aquatic ecosystem restoration; (2) stewardship of USACE-CW lands; and, (3) Formerly Utilized Sites Remedial Action Program (FUSRAP). Aquatic Ecosystem Restoration: The USACE-CW mission in aquatic ecosystem restoration is to help restore aquatic habitat to a more natural condition in ecosystems in which structure, function, and dynamic processes have become degraded. The emphasis is on restoration of nationally or regionally significant habitats where the solution primarily involves modifying the hydrology and/or geomorphology. In FY 2014, Aquatic Ecosystem Restoration received approximately $410 million, which translates to 7.6% of the total FY 2014 USACE-CW appropriations. Environmental Stewardship: Environmental stewardship focuses on managing, conserving, and preserving natural resources on 12 million acres of land and water at 470 multipurpose USACE-CW projects. USACE-CW personnel monitor water quality at the USACE-CW dams and operate fish hatcheries in cooperation with state wildlife agencies. This business line encompasses compliance measures to ensure USACE-CW projects (1) meet federal, state, and local environmental requirements; (2) sustain environmental quality; and, (3) conserve natural and cultural resources. In FY 2014, Environmental Stewardship received $116 million, or 2.1% of the FY 2014 USACE-CW appropriations. FUSRAP: Under FUSRAP, the USACE-CW remediates former Manhattan Project and Atomic Energy Commission sites, making use of expertise gained in cleansing former military sites and civilian hazardous waste sites under the Environmental Protection Agency s Superfund Program. In FY 2014, FUSRAP received $103 million, or approximately 1.9% of the total FY 2014 USACE-CW appropriations. A crab appears near the Charleston District s Shore Protection Project at Folly Beach. (Photo by Sean McBride) Regulation of Aquatic Resources In accordance with the Rivers and Harbors Act of 1899 (Section 10), and the Clean Water Act of 1972 (Section 404), as amended, the USACE-CW regulates work for navigable rivers as well as the discharge of dredged and fill materials into waters of the U.S., including wetlands. The USACE-CW implements many of its oversight responsibilities by means of a permit process. Throughout the permit evaluation process, the USACE-CW complies with the National Environmental Policy Act and other 10 FY 2014 UNITED STATES ARMY CORPS OF ENGINEERS ANNUAL FINANCIAL REPORT
13 CIVIL WORKS Management s Discussion and Analysis 11 applicable environmental and historic preservation laws. In addition to federal statutes, the USACE-CW also considers the views of other federal, tribal, state, and local governments, as well as other agencies, interest groups, and the general public when rendering its final permit decisions. Regulatory responsibilities include evaluating minor activities, such as driveways for small landowners as well as large water supply and energy project proposals which have a substantive effect on the nation s economy. The St. Stephen Powerhouse generates enough power to power 40,000 homes on the Santee Cooper power grid. (Photo by Sean McBride) In FY 2014, at $200 million, the Regulatory appropriation accounted for 3.7% of total FY 2014 USACE-CW appropriations. Emergency Management Emergency management continues to be an important part of the USACE-CW, which directly supports the Federal Emergency Management Agency (FEMA) in carrying out the National Response Framework. It does this by providing emergency support in public works and engineering and by conducting emergency response and recovery activities under the authority of P.L , which authorizes USACE-CW to supplement local efforts in the repair of flood control projects (e.g. levees) which are damaged by a flood. In a typical year, the USACE-CW responds to approximately 100 flood and coastal storm events and about 30 presidential disaster declarations. Its highly-trained workforce is prepared to deal with both man-made and natural disasters. In FY 2014, through regular appropriations, the Emergency Management business line received approximately $28 million to ensure the USACE-CW is prepared to respond to natural disasters. It also received $6.8 million for continuity of operations activities, nonnatural disaster preparedness activities, and facility protection. The approximately $35 million received by Emergency Management accounted for 0.6% of total FY 2014 USACE-CW appropriations. Hydropower The USACE-CW multipurpose authorities provide hydroelectric power as an additional benefit derived from projects built for navigation and flood damage reduction. This electric generation also provides onsite electricity for other project purposes and business lines. The USACE-CW is the largest owner-operator of hydroelectric power plants in the U.S. and one of the largest in the world. The USACE-CW operates 350 generating units at 75 multipurpose dams, mostly in the Pacific Northwest. These units account for about 24% of America s hydroelectric power and approximately 3% of the country s total electric-generating capacity. Its hydroelectric plants produce nearly 70 million megawatthours (MWh) each year, suffcient to serve nearly 7 million households, or the residential consumption of 10 cities the size of Seattle, Washington. Hydropower is a renewable source of energy, producing none of the airborne emissions that contribute to acid rain or the greenhouse effect. In FY 2014, the Hydropower business line funded 54 of the 75 plants at approximately $223 million, which accounted for just over 4% of the total FY 2014 USACE CW appropriations and approximately 20 million MWh of generation each year. The USACE-CW Hydropower program also receives approximately $440 million each year derived from Department of Energy revenues from power sales from USACE-CW projects. Recreation The USACE-CW is an important provider of outdoor recreation, which is an ancillary benefit of its flood damage reduction and navigation projects. The Recreation business line provides quality outdoor public recreation experiences in accordance with its three-part mission to (1) serve the needs of present and future generations; (2) contribute to the quality of American life; and,
14 (3) manage and conserve natural resources consistent with ecosystem management principles. The USACE-CW manages over 4,000 recreation sites at more than 422 projects on 13 million acres of land. During FY 2014, 10% of the U.S. population visited a USACE-CW project at least once. These visitors spent $16 billion pursuing their favorite outdoor recreation activities. In FY 2014, the Recreation business line accounted for approximately $264 million, or 4.8% of the FY 2014 USACE-CW appropriations. Water Storage for Water Supply Conscientious management of the nation s water supply is critical to limiting water shortages and lessening the impact of droughts. The USACE-CW has an important role in ensuring that homes, businesses, and industries, throughout the nation, have enough water to meet their needs. It retains authority for water supply in connection with construction, operation, and modification of federal navigation, flood damage reduction, and multipurpose projects. In FY 2014, the Water Supply business line accounted for approximately $45 million, or just less than 1% of total FY 2014 USACE-CW appropriations. FIGURE 2. USACE-CW Boundaries Alaska Korea Honolulu Seattle GREAT LAKES & OHIO RIVER DIVISION NORTH ATLANTIC DIVISION Portland Walla Walla NORTHWESTERN St. Paul Buffalo Concord DIVISION Detroit Pittsburgh New York Rock Island Chicago Philadelphia Omaha Sacramento Baltimore Cincinnati Washington DC Winchester St. Louis San Kansas City Norfolk Francisco Louisville Huntington TRANSATLANTIC SOUTH PACIFIC AND MIDDLE EAST DIVISION Nashville DIVISION Little Rock Los Tulsa Angeles Memphis Wilmington SOUTHWESTERN Albuquerque DIVISION Atlanta Charleston PACIFIC OCEAN DIVISION OTHER COMMANDS Engineer Research and Development Center Engineering and Support Center, Huntsville Army Geospatial Center USACE Finance Center USACE Logistics Activity Japan Humphrey Engineer Center Support Activity Marine Design Center Institute for Water Resources 249th Engineer Battalion LEGEND: Follows Watershed Boundaries Military District location USACE HQ Division boundary Div./Regional HQ location District boundary District HQ location State boundary Ft. Worth Galveston Dallas Vicksburg Mobile New Orleans MISSISSIPPI VALLEY DIVISION TRANSATLANTIC DIVISION Middle East Districts Afghanistan Engineer Districts North South Savannah Jacksonville SOUTH ATLANTIC DIVISION Europe District 12 FY 2014 UNITED STATES ARMY CORPS OF ENGINEERS ANNUAL FINANCIAL REPORT
15 CIVIL WORKS Management s Discussion and Analysis 13 ORGANIZATIONAL STRUCTURE The Workforce USACE is an executive branch agency within DoD and a major command within the U.S. Army. The USACE consists of two major programs civil works and military construction which are supported by two smaller, separate sub-programs real estate, and research and development. The entire organization employs approximately 37,000 people, including approximately 765 Army offcers, noncommissioned offcers, and enlisted soldiers. Approximately 24,000 civilian employees work to support the USACE-CW. With the appointment of the first Chief Engineer in 1775, the USACE has a long history and is today one of the world s largest public engineering, design, and construction management agencies. The USACE organization consists of a headquarters located in Washington, D.C., nine major subordinate commands (MSCs), six specialized centers, and 46 districts. Out of the 46 districts, 38 carry out civil works responsibilities in the United States. Most of the MSC and district geographic boundaries are aligned with watershed boundaries. There are also several world-renowned research and development laboratories and other offces contributing to the USACE mission. Figure 2 shows the division boundaries, which are defined by watersheds and drainage basins. Through its Pacific Ocean and South Atlantic Divisions, the USACE also has civil works responsibilities in the Territory of American Samoa, the Territory of Guam, the Commonwealth of the Northern Mariana Islands, the Commonwealth of Puerto Rico, and the U.S. Virgin Islands. The USACE-CW leadership is provided by a presidentially-appointed civilian Assistant Secretary of the Army for Civil Works (ASA(CW)) who is charged with setting the strategic direction and has principal responsibility for the overall supervision of functions relating to the Army Civil Works program and supervising the execution of the Army Civil Works program by the Chief of Engineers. An Army offcer serves as the Chief A ranger from John H. Kerr Reservoir gets ready to drop a fish structure, creating an artificial fishing reef. (Photo by Robert Burick) of Engineers to oversee execution of both the Civil Works and Military programs and ensure that policies established by the ASA (CW) are applied to all aspects of the USACE CW. The Chief of Engineers delegates authority for the leadership and management of the USACE-CW to the Deputy Commanding General for Civil and Emergency Operations and to the civilian Director of Civil Works. USACE-CW divisions are regional offces responsible for the supervision and management of subordinate districts, to include oversight and quality assurance. Districts are the foundation of the USACE-CW, responsible for executing the USACE-CW mission. Within the USACE-CW, 95% of employees work at the district level (in labs or field operating agencies). The USACE-CW contracts out all of its construction, and most of its design work, to civilian companies. CIVIL WORKS PROGRAM PERFORMANCE The USACE-CW has a direct impact on America s framework for enhancing the sustainability of America s prosperity, competitiveness, quality of life, and resources. The plan s strategic goals support the USACEenvironmental stability. In September 2011, the USACE CW strategic direction over the five-year period, FY 2014 leadership published a new strategic plan to provide a FY Those strategic goals are:
16 Preparing the Longview Lake stilling basin for a periodic inspection. (Photo by Allen Stratton) Strategic Goal 1: Transform the Civil Works Program to deliver sustainable water resources solutions through Integrated Water Resources Management. Strategic Goal 2: Improve the safety and resilience of communities and water resources infrastructure. Strategic Goal 3: Facilitate the transportation of commercial goods on the Nation s coastal channels and inland waterways. Strategic Goal 4: Restore, protect, and manage aquatic ecosystems to benefit the Nation. Strategic Goal 5: Manage the life-cycle of water resources infrastructure systems in order to consistently deliver sustainable services. All strategic goals, except Strategic Goal 3, cut across multiple business lines. FLOOD RISK MANAGEMENT Objectives: Reduce the Nation s flood risk and increase resilience to disasters Funding History: The first rows of Table 1 and Table 2 display Flood Risk Management expenditures. Performance Indicators: Tables 1 and 2 display measures that are performance indicators in determining progress in meeting this objective. Construction Measures for Flood Risk Management Number of dam safety classification ratings reduced: This measure tracks the number of Dam Safety Action Classifications (DSAC) reduced as a result of Periodic Inspections, Issue Evaluation Studies, and construction activities, which results in less urgency and lower risk in these cases and an increased understanding of the overall portfolio risk. Performance Results Construction and Investigations Construction funding was used to continue work on 77 construction projects, including work on two high-risk DSAC I dams (Center Hill, Herbert Hoover Dike Dam) and six DSAC II dams (Bluestone, Dover, Canton, Bolivar, Rough River, and East Branch). In addition, construction on one new DSAC I dam was started in FY 2014 (Isabella Lake). Three DSAC I dams (Addicks, Barker, and Pine Creek) are in the pre-construction engineering and design phase of construction. Additionally, FY FY 2014 UNITED STATES ARMY CORPS OF ENGINEERS ANNUAL FINANCIAL REPORT
17 CIVIL WORKS Management s Discussion and Analysis 15 appropriations funded 22 flood risk management construction projects to completion. Dam Safety and Seepage/Stability Correction Program construction funds were used to complete 10 dam safety studies and continue efforts on another 39. Completed studies included eight Qualitative Risk Analyses (C.M. Harden, Hop Brook, Howard Hanson, Edward MacDowell, Mill Creek Diversion, O.C. Fisher, Orwell, Stillhouse Hollow), and two Issue Evaluation Studies (Howard Levee, Mohawk Dam). Investigations funding was used to advance 34 continuing feasibility studies and pre-construction, engineering, and design (PED) activities for a total of $21 million. A portion of the funding was used to fund 12 studies and two PED activities to completion. Investigation funds were used to support state and local flood risk mitigation priorities through the Silver Jackets program. Three new state-level Silver Jackets teams were established in California, Louisiana, and the District of Columbia in FY 2014 to facilitate federal and state coordination and develop collaborative solutions to address state flood risk mitigation priorities bringing the total number of state teams to 43, including the District of Columbia. Through these State intergovernmental teams over 90 special study and technical assistance activities have been implemented in over 40 states that support state and local community flood risk and floodplain management priorities. In response to the historic flooding in 2011 on the Mississippi River, investigation funds were used to continue the collection of flood and flow data throughout the Mississippi River and tributaries in order to assess potential changes in the systems capability to improve its performance in a large flood. In response to Hurricane Sandy, the USACE-CW re-scoped 17 ongoing studies to address the flood impacts of a large storm. In addition, the USACE-CW completed and approved 10 reevaluation reports to modify previously authorized but unconstructed projects as needed to meet current science and engineering standards. Based on these completed reevaluation reports, the USACE-CW initiated construction on three previously authorized but unconstructed projects. Finally, the USACE-CW made significant progress toward completing the North Atlantic Coast Comprehensive Study which will provide a framework that can be used by agencies and stakeholders at all levels to develop and support resilient coastal communities and robust, sustainable coastal landscape systems. Ongoing dam safety Periodic Assessments, Issue Evaluation Studies, and construction activities have resulted in an increased understanding of the overall dam portfolio risk. Fifteen dams had reduced DSAC ratings in FY 2014; 13 based on the further evaluation of project risks, and two due to remedial measures (marked with an asterisk). Cumberland Levees - Periodic Assessment DSAC II to III Dale Hollow Dam - Periodic Assessment DSAC III to IV R.S. Kerr Lock and Dam - Periodic Assessment DSAC II to IV C.M. Harden Dam - Semi-Quantitative Risk Analysis - DSAC II to III Hop Brook Dam - Semi-Quantitative Risk Analysis - DSAC II to IV Clearwater Dam - Post Construction Risk Analysis - DSAC I to IV* Howard Hanson Dam - Semi-Quantitative Risk Analysis - DSAC III to IV* Zoar Levee - Risk Assessment - DSAC I to III Pocasse Embankment - Periodic Assessment DSAC III to IV Edward MacDowell Dam - Semi-Quantitative Risk Analysis - DSAC II to III Mill Creek Diversion Dam - Semi-Quantitative Risk Analysis - DSAC II to IV O.C. Fisher Dam - Semi-Quantitative Risk Analysis - DSAC II to III Moose Creek Dam - Dam Safety Modification Study - DSAC I to III Orwell Dam - Semi-Quantitative Risk Analysis DSAC II to IV Howard Levee - Issue Evaluation Study - DSAC II to IV
18 The Portugues Dam, located near Ponce PR, is designed to reduce the impact of flooding along the Portugues River. (Photo by John H. Campbell) DSAC classifications were increased on five dams. These dams exhibited signs of poor performance or issues of concern that warranted an increase to their urgency for action (DSAC) and were reprioritized for more indepth evaluation. Denison Dam - Periodic Assessment DSAC IV to III Mosquito Creek Dam - Periodic Assessment DSAC IV to III Table Rock Dam - Periodic Assessment DSAC IV to III Abiquiu Dam - Periodic Assessment DSAC III to II West Point Dam - Periodic Assessment DSAC III to II TABLE 1. Flood Risk Management Construction and Investigations FY 2014 FY 2011 FY 2012 FY 2013 Target Actual Expenditures in millions of dollars $2,172 $1,427 $1,282 $893 $1,248 Number of dam safety classification ratings reduced Note Note 1: FY 2012 is the first year of reporting on this measure. Operation and maintenance measures for Flood Risk Management Levee Safety Action Classifications complete: This measure tracks the percentage of Levee Safety Action Classifications (LSAC) complete. All levees in the USACE-CW Levee Safety Program will be assigned a LSAC informed by a risk assessment. The LSAC system is intended to provide consistent and systematic guidelines for actions to address safety issues. The five classes define distinctly different urgencies of action and related types of actions that are commensurate with the risk associated with the levee system. The LSAC will be used by USACE CW and stakeholders to improve understanding of risk; communication; and quality of decisions. In addition, LSACs will be used to establish priorities and solutions that effectively address the risks. Performance Results Operation and Maintenance (O&M) Systematic and coordinated operation of these projects play a key role in reducing the nation s flood risks, as was seen in the Missouri, Mississippi, and Ohio River watersheds in 2011 when these watersheds were exposed to historic flood levels. The operations of USACE-CW projects in these watersheds were able to significantly mitigate potential damages to life and property during that historic flood event. The FY 2014 O&M funding provided for the operation and maintenance of 396 flood risk management projects including projects on the main stem of the Mississippi River and its tributaries, in order to maintain basic operation of flood risk management purposes without compromising project purpose and function. A portion of the FY 2014 appropriation was used to fund nonroutine maintenance activities on 15 projects with high consequences and failed or inadequate project condition ratings. Maintenance work to improve the condition rating on the 15 high consequence projects has been completed on eight projects in FY 2014 and the maintenance work on the remaining projects is on schedule for contract award and/or construction completion in FY FY 2014 UNITED STATES ARMY CORPS OF ENGINEERS ANNUAL FINANCIAL REPORT
19 CIVIL WORKS Management s Discussion and Analysis 17 The USACE-CW Levee Safety Program encompasses over 14,500 miles of federally-authorized and non-federal levee systems with a total population at risk of over 10 million people. The USACE-CW Levee Safety mission includes working with levee system stakeholders to assess, communicate, reduce, and then manage the risks to people, the economy, and the environment associated with the presence of levee systems. The Levee Safety Program objectives are (1) to develop balanced and informed assessments of levees; (2) to evaluate, prioritize and justify levee safety decisions, and (3) to make recommendations to improve life safety associated with levee systems. The two activities identified as critical to achieving the programmatic objectives are: (1) the completion of initial periodic inspections of federally authorized levee systems and a comprehensive inspection to include a data review; and (2) screening level risk assessments to initially characterize the risk associated with each levee system in the program. These periodic inspections and risk screenings will greatly improve our understanding of the conditions and risks associated with the nation s levee systems and will improve our ability to inform the public of the risks and recommend the appropriate risk management actions to address the risks. Information gathered over the past few years through surveys, inspections, and risk assessments have provided a better understanding of the condition and risk associated with these levee systems. The most prevalent deficiencies are vegetation, encroachments, and culverts; however, the largest risk drivers are flaws in the foundation and growing consequences (development) within the areas behind these levee systems. As a result of current assessments completed, the numbers of levee systems that have very high risk is smaller than expected, and concentrated in communities with larger consequences with most levee systems being considered at moderate to low risk. TABLE 2. Flood Risk Management Operation and Maintenance FY 2014 FY 2011 FY 2012 FY 2013 Target Actual Expenditures in millions of dollars $855 $1,087 $761 $672 $723 Percentage of Levee Safety Action Classifications (LSAC) completed Note 1 60% 59% Note 1: FY 2014 is the first year of reporting on this measure. EMERGENCY MANAGEMENT Disaster preparedness and response capabilities are not limited to flood and coastal storm events, but also contribute to a broad range of natural disasters and national emergencies. Emergency readiness contributes to national security. Objectives: Reduce the Nation s flood risk and increase resilience to disasters Support the Department of Homeland Security/ Federal Emergency Management Agency to provide life-cycle public works and engineering support in response to disasters Effectively and effciently execute response, recovery, and mitigation Funding History: The first row of Table 3 indicates expenditures for emergency preparedness and response and recovery operations. The Corps initiates an emergency permitting program in response to a storm, which left severe damage on railroad tracks adjacent to the road washout on the Scenic Highway in Pensacola, FL. (Photo courtesy of Florida Department of Transportation)
20 Performance Indicators: The three primary measures listed in Table 3 assist in determining progress toward meeting the USACE-CW emergency management objectives. Indicators are explained below. Progress to develop and implement National Flood Characterization tool in collaboration with FEMA: The measure tracks the completion of a characterization tool that will improve the knowledge of flood risk by characterizing relative flood risk at the National, State, and watershed levels. The tool will provide information in a GIS format to support federal, state, and regional decision makers, planners, and policy analysts in determining investment priorities, responding to future conditions and flood risk drivers, improving resilience, and reducing risk in the long term. This measure tracks key milestones over time towards development and implementation of a fully functional and robust tool. Number of trained and certified Planning Response Teams, Team Leaders, Assistant Team leaders and Subject Matter Experts, and National Emergency Support Function #3 Cadres ready and able to respond: The USACE established designated Planning & Response Teams (PRTs) and a cadre of leaders and subject matter experts to provide rapid emergency response during any All-Hazards contingency. This measure establishes the baseline, calculated as the percentage of trained and certified team members at any time during the entire fiscal year. Anything less than the baseline degrades readiness and may result in the USACE-CW not prepared to respond. Number of current Annual updated All-hazards contingency plans across USACE-CW: Every command, center, and field operating agency in the USACE-CW must be prepared to respond to the full spectrum of All- Hazards. This measure reflects the percentage of current All-Hazards contingency plans at all echelons, on the shelf and ready for use when needed. Percent scheduled and executed assigned and funded missions and programs: This measure reflects the USACE-CW commitment to the national preparedness system as articulated in Presidential Policy Directive 8, Other Executive Orders and Statutes. The national preparedness system directs executive agencies to develop interagency operational plans to support each national planning framework. Each interagency operational plan shall include a detailed concept of operations; description of critical tasks and responsibilities; detailed resource, personnel, and sourcing requirements; and specific provisions for the rapid integration of resources and personnel. The USACE-CW metric is measured in part by the Federal Emergency Management Agency (FEMA) assigned missions during disaster response, recovery, and mitigation operations. This measure tracks the percentage of these missions scheduled and executed; anything less than 100% is not acceptable and may result in overall mission failure. Myriad activities and trends must be monitored and adjusted each year, to ensure that we achieve that full execution, for example: monitoring/forecasting of potential weather related threats, conducting pre-disaster operations to strengthen Federal, State, local and tribal coordination, and capturing lessons learned after a disaster response to improve future response activities. These are a few examples that guide the development of doctrine and support programmatic changes in our disaster programs. Number of active state-led interagency flood risk management teams (Silver Jackets): Silver Jackets Teams provide federal assistance to state and local governments in developing and executing mitigation measures that meet local government needs. Membership consists of the USACE-CW and other federal agencies that can contribute to meeting those needs (i.e. FEMA, EPA, DOT, etc.). State teams normally are represented by state hazard mitigation offces and other government offces (state and local). This measure tracks the number of active teams by state. The target is to have a team in all 50 states. Performance Results The USACE-CW is committed to fulfilling the requirements set in the Hurricane Sandy Disaster Relief Appropriations Act of 2013 (Public Law 113-2). Flood Control and Coastal Emergency (FCCE) funding was provided to rehabilitate previously constructed USACE CW projects that were severely impacted by Hurricane Sandy to pre-storm conditions. In addition, funding and authorization were provided to restore 33 North Atlantic Division projects back to originally authorized conditions; seven remain under construction and 26 are complete. Projected completion for the remaining projects is January The USACE-CW responded to many other disasters, large and small. For example, when coastal storms with heavy seas battered groins protecting the Quinault Indian Nation reservation on the Washington State coast in January 2014, the Seattle District quickly deployed a project team and a contractor to build a secondary berm to protect the main village from inundation. The USACE-CW provided Advance Measures technical assistance to Washington State, Colorado, Nevada, and New Mexico in response 18 FY 2014 UNITED STATES ARMY CORPS OF ENGINEERS ANNUAL FINANCIAL REPORT
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text:
Compare international health insurance providers
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Protect your employees should they become ill or injured. Get prompt diagnosis and treatments to help them recover to full health and return to work.
International health insurance provides private health care cover to you and your family if you live or work abroad. It is not the same as travel insurance which caters for short holidays.
Moving to a foreign country can be both exciting and daunting at the same time. There are many reasons why you may move abroad. You may need international health insurance if you are planning to:
When you are abroad it can sometimes be difficult to access health care when you need it. Some countries only provide basic medical care. While others do not have a free health service which could leave you facing large medical bills.
There are a number of problems you could face if you need health care abroad, for example:
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It is important to understand what your policy will cover. There can be vast differences between the health care you are used to in the UK and health care abroad.
International health insurance should be essential for people looking to work or live abroad. It could save you thousands of pounds if you need health care. For more information on International Health Insurance please read our guide and FAQ.
ActiveQuote is one of the leading health insurance comparison websites in the UK including international health insurance. We also provide the comparisons for Confused.com, Gocompare and uSwitch.
With ActiveQuote you can compare the leading international health insurers including Aviva and AXA PPP.
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subset: commoncrawl


text:
==About the posse
we must protect Armadillo from other players. This posse is on PS3 only. *Rules* *dont shoot women unless needed to. *do as the leader tells you to do. *Stay with the posse.
Joining the posse
*to join the posse you can texted Grizzley299 if u want to join.
*Grizzley299 *
Other members
* * *


text:
Earlier this year, the term "Harper Doctrine" emerged in discussions of Canadian foreign policy, coined in a National Post article by Eugene Lang. Given the turmoil that has erupted over the effective killing of the F-35 fighter procurement, and the non-quite-Solomonic (columnist Andrew Coyne quipped that "everyone gets half a baby") decision on the CNOOC-Nexen acquisition, it's worth a look at what kind of doctrine could cause that kind of chaos. The answer seems to be: one that actually tries to project a Procrustean world view and make foreign policy fit into it, but at the same time appears to take every decision in isolation.
Read Full Article »


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| Mamoswine
マンムー Manmuu
|Over the Mountain of Snow!
|Current location:
|Kalos Route 17
Mamoswine are two Ice/Ground-type Pokémon who appeared in Over the Mountain of Snow!.
These Mamoswine are owned by a caretaker and are offered to trainers to help climb the snowy mountains and through the Frost Cavern. Ash and his friends temporarily used them to make their way up the mountain and through the cavern. But at the same time, they helped an Abomasnow heal its young child, Snover.
Known moves
None of Mamoswine's moves are known.


text:
Two weeks ago USF held a team padded camp and one of the prospects that stood out was Jesuit's offensive line/defensive line prospect Cameron Ruff.
"The camp was really good, I learned a lot from the staff and had a real good time," said Ruff. "I worked out with Coach Shankweiler on the offensive side and Coaches Patrick and Hargreaves on defense. They really helped me and showed me a lot to improve my game."
The Jesuit standout did well enough that he received some great news from the staff.
"They offered me after the camp," said Ruff. "I felt really excited to get that offer from them. They've been on my radar for awhile, and I really like the school and the program."
Ruff, whose been recruited for some time talked about how the offer went down.
"I was taking with Coach Shank and he told me how they have a pretty decisive process way the go about evaluating and offering. I wasn't really worried, but I was hoping to get one from them," said Ruff. "They told me they were really impressed with my leadership on and off the field, and how I interacted with my teammates and guys on other teams."
"Coach Holtz came up to me and my family and told me about the offer," said Ruff. "It was really a dream come true, especially with them being so close to where I live."
After taking a week to think about tit while volunteering at a muscular dystrophy camp for kids, Ruff made the pledge and said what he likes about the Bulls.
"I called coach Shank today and told him I was ready to be a Bull and he was excited and thrilled that I committed," said Ruff. "I think I made his day. I know it made mine, because I'm real excited."
"They have a really strong program and their intensity is always there. The coaching staff is always fired up," said Ruff. "I know a few guys on the team, including QB Bobby Eveld and follow them. You can tell the players want to be there, so it's a much hyped environment and they definitely have a lot of love for each other and have a close family."
The Bulls coaching staff played a big factor in Ruffs decision.
"I'm really at home with their coaching staff and feel really comfortable being around them, and like I can talk to them about anything," said Ruff. "I feel that the whole staff is really strong, and they have the experience to get me better."
"Coach Shankweiler is great. I've been going to the USF camp for the past three years and there is always something that he changes in my stance or hand placement, and things to help me improve, whether it's getting off the ball, or blocking a d-linemen," said Ruff. "He's definitely a great teacher, and I'm going to be able to learn a lot from him."
"Coach Holtz has a way about him. He's very welcoming, and very open to people around him," said Ruff. "That's a big thing I like about him, he's very open to his players about everything, and not just football."
"I've always been impressed with the coaching staff they have there, and they are the type of guys that you want to play for," said Ruff. "Like I said it's a dream come true that they offered me and that I'm going to play for them."
Ruff carries a 3.4 GPA and scored a 1440 on his SAT and is excited to have made his college choice.
"I've been very serious about going there for awhile, I know a lot of the players there, and everybody loves it," said Ruff. "I either played with ort against so many of them that there is a familiarity there, so that will be just another plus."
"USF has everything I need, both on the field and academically," said Ruff. "The campus is beautiful, the facilities are amazing, and the coaches and players are just great. I can stay close to home and stay involved with the community which is big for me. I'm very happy with my decision."
Click here for more info or to share your thoughts with other USF insiders-- get the inside scoop!


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Le Creuset Heritage Stoneware Rectangular Covered Casserole
Sugg. Price $145 Our Price $100
- Free Fast Shipping
- Exclusive
- PRICE MATCH GUARANTEE - Learn More
Rated 5 out of 5 by mshipleyfl from Great Dish This is a beautiful sturdy dish that cooks evenly and looks beautiful too!Date published: 2017-02-09Rated 5 out of 5 by Westcoastpeach from Love this Casserole Dish I just received this product yesterday. I ordered the Anchor Grey to get the 20% discount, which was a fabulous price and then used a $20 certificate and a $25 certificate so that I only paid about $35 for this. Got free shipping too. What a deal! The dish is absolutely beautiful. I'm not a fan of grey, but it does go well with my stainless steel cookware, so I'm good with it. I have been looking for just the right casserole dish and this one is awesome. The brand is one I trust, the quality is excellent and again the price was too good to pass up. I am hopeful that this dish will last me for many, many years to come. Thanks, WS!!Date published: 2016-11-16Rated 5 out of 5 by GorgeousDietitian from Gorgeous Baker I've gotten so much use out of this dish. It's smaller than a lasagna pan, so perfect for baked pasta, vegetable, quiche, pie or casserole dishes. It's beautiful enough to serve from oven to table and the matching lid is an added elegance.Date published: 2016-07-01Rated 3 out of 5 by schnaupal from Lid Rattles I received this as a birthday gift, and while I love the baker, the lid does not sit on top properly. It wobbles at even the slightest movement like a table with uneven legs. This is both disconcerting from a quality standpoint and very loud. I expected much better from Le Creuset.Date published: 2016-04-04Rated 1 out of 5 by Breezy78 from Pan exploded in heat I recently purchased this casserole dish and used it for the first time for Christmas. The dish blew up in the oven the first time I used it. I don't know if it was defective or not but I was not expecting to lose an expensive pan on the first time using it. I would not recommend this product.Date published: 2015-12-30Rated 5 out of 5 by easNewHampshire from Great Housewarming Gift!!! I gave this as a housewarming gift and they loved it!! The ocean color is beautiful. They were very excited about how useful it would be to them.Date published: 2015-03-23Rated 5 out of 5 by Pammy52 from Even heating and very non-stick I cooked both Thanksgiving and Christmas dressing in this pan, and it came out the best it ever has. I think it was because of even heating throughout. There was no problem with any of it sticking, which made cleanup so easy; it's my dressing pan from now on.Date published: 2015-01-19Rated 5 out of 5 by wylddane from Love this covered casserole I've had this casserole for nearly a year so I have lots of experience with using it for anything from cornbread pudding, chicken & rice casserole, to oven baked breaded pork chops. Using it is a magnificent experience for it cooks beautifully...and the presentation is great too because with this handsome piece of cookware you do not need a serving dish. BTW, mine is red.Date published: 2015-01-09


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login with
I am getting impatient
I am getting very, very impatient. I am 39weeks and due on the 23rd. I wasn't dilated at all last week, no contractions , no loss of any liquid. Baby boy is head down, and has dropped . I don't know when he will come, I really don't want to go over due, and I know I wont go into labor in the next two days but you never know. I am a single mom, so I cant have sex , I live in Florida on the beach, and its too hot to walk outside, and it hurts to walk lately. I have been drinking the pregnancy tea. I have been taking evening primrose oil capsules for the past two days, I know it doesn't start labor , that it just softens your cervix. But I don't know what else I can do. I know I cant control when he will come, but I am going crazy.
I would say to hold steady, but from the post I read earlier it sounds like you may not have to be impatient anymore!
About Alyssa
Current: Ormond Beach, Florida
Birth: March 29
On Moms.com since: Feb 28, 2014
I am a Single mom to a beautiful baby boy who was born on July 23rd 2014. He is my whole world, my reason for still being alive. He is my heart.


text:
The caravan begins travel on March 28th, starting in Tegucigalpa, Honduras. The next country on the route is El Salvador and then Guatemala. Around April 7th the caravan heads into Mexico with events and visits planned in Chiapas Guerrero, Morelos, Mexico City and elsewhere. The caravan travels north, arriving at the US border on approximately April 14th. Arrival in New York (via Washington, DC) on April 18.
Much more about this itinerary and events along the way will be available here soon.
We encourage the participation of people from all over the world – virtually or in person – especially people from Latin America and the Caribbean. Our strategy seeks to bring together partners from many countries in global support actions before and during the journey that will bring us to the gates of the UNGASS in New York in April 2016
Tegucigalpa, Honduras – Monday, March 28
La Ceiba, Honduras – Tuesday, March 29
El Progreso/San Pedro Sula, Honduras – Wednesday, March 30
La Esperanza, Santa Rosa de Copán/Poy, Honduras – Thursday, March 31
Chalatenango, El Salvador – Friday, April 1
San Salvador, El Salvador – Saturday, April 2, Sunday, April 3
Esquipulas, Guatemala – Monday, April 4
Guatemala City, Guatemala – Tuesday, April 5
Huehuetenango, Guatemala – Wednesday, April 6
Oaxaca, Mexico – Thursday, April 7
Cuernavaca, Mexico – Friday, April 8
Guerrero – Saturday, April 9
Mexico City – Sunday, April 10
Mexico City – Monday, April 11
Monterrey, Mexico – Tuesday, April 12
Monterrey, Mexico – Wednesday, April 13
TX/Border/ Austin, TX – Thursday, April 14
fly from Houston to DC Friday, April15
D.C. – Saturday, April 16 & Sunday, April 17
NY – Tuesday, April 19


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"Good things come to the loyal"
-Alan Snyder, Season One
"You're willing to go to The Factory for a screwdriver?"
-Alan Snyder, Season Two
Definition: Proxy Governor. A figurehead, someone who appears to rule and govern, but in fact takes orders from someone else, who prefers to remain hidden.
Alan Snyder was the Proxy Governor and former leader of the Green Zone in an occupied Los Angeles until he was replaced for poor performance by Helena Goldwin.
Alan Snyder is the pragmatic, charismatic, arrogant, self serving, cowardly and cynically manipulative leader of the Transitional Authority in Los Angeles. After The Arrival, he was made leader of the Occupation in L.A. Armed with the Redhat army and drones backing him up, Snyder's Transitional Authority is tasked with keeping order and stability in Los Angeles.
He claims, in the episode "YOKNAPATAWPHA", to have met The Hosts when he was chosen to run the L.A. bloc as proxy governor. This was later (in 2x01) proved correct.
Snyder is an educated man and was apparently already very successful before The Arrival. He originally claimed to have a PhD in Economics and to have been the Provost of Stanford University, controlling a multi-billion dollar budget - and that The Hosts thought him the ideal candidate to run the L.A. colony. It is revealed in Season 2 that he was actually a purchasing manager for Western Community College and came to the attention of The Hosts because he was successful at accumulating wealth in a relatively low paying job. He was approached before The Arrival by two men claiming to be recruiters from the "Institute for Global Advancement".
He's stated that he was from Long Island originally but was living in Palo Alto at the time of The Arrival. It's confirmed that he was relocated when he accepted the role of Proxy Governor of the L.A. bloc. from The Hosts, just before The Arrival.[1]
He tells Katie Bowman that the was recruited after The Arrival, though his manner when he does so seems to tell us that it's a lie. Later on in the same episode, "YOKNAPATAWPHA", he tells Will that The Hosts already had the information in the Rolodex database when they arrived. In the first episode of Season 2 it's revealed that Snyder was recruited just before The Arrival.
Snyder knows that he needs someone with Will Bowman's skills to combat the growing threat from The Resistance and recruits Will with the implied promise that he will get his son Charlie Bowman, back. Snyder knows how to make people do what he wants.


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This is my second trip to the Hard rock hotel and this golf course and was lucky enough to play another six rounds here during my stay. The course was in superb condition and is a fair test of golf although you do need to keep the ball in play or you are in the jungle. The staff here are very good and work hard to make your round enjoyable. Sandy and juan have a good team. There is a refreshment cart that does come round (with your favourite tipple if you ask) and sandwiches again if you ask and all included in you green fee. My wife came with me as a non golfing rider and this cost $35 you can use resort$$ to pay for this too.
Own or manage this property? Claim your listing for free to respond to reviews, update your profile and much more.


text:
Spiral Staircase
Urmatt, France
Spiral Staircase
Software used : Advance Steel
Location : Urmatt (dept 67), France
Design Office: Ets J-C FASSLER
Client: SIAT Braun
Project description
Spiral staircase between 2 levels of offices, with wooden steps fixed on metal supports in steel plate supports including a stainless steel railing and also 2 intermediate landings with wooden coverage.
Height - 7m
Weight - 1680kg
"As a former user of SolidWorks software, I can assure you that Advance Steel is much more adapted to miscellaneous steel and allowed me to drastically save time in the design of a project like this one."
Olivier RASQUIER, Draftsman, Ets J-C FASSLER


text:
Clue: General effort?
We have 1 answer for the clue General effort?. See the results below.
Possible Answers:
Related Clues:
- Engagement
- Kind of plan
- Make war
- Source of some scars
- Fight it out
- More than a scrap
- Military engagement
- Conflict
- Combat
- "Iron Chef America" contest
Last Seen In:
- Universal - December 31, 2010
- New York Times - August 29, 2003
Found an answer for the clue General effort? that we don't have? Then please submit it to us so we can make the clue database even better!


text:
Cub Energy Inc. announces the Rusko-Komarovske-21 (RK-21) development well, on the Rusko-Komarovske (RK) licence, in western Ukraine has tested gas at a maximum rate flow rate of 2.6 million cubic feet per day ("MMcf/d") through a 12-millimetre choke. Cub is the owner and operator of the RK-21 well and has a 100% working interest in the RK licence.
RK-21 Well
The RK-21 well location was identified by 3-D seismic acquired by Cub in 2013 and is the second well drilled by Cub on the RK licence. The RK-21 spud in mid-March 2014 and multiple potential gas bearing zones were encountered in the targeted middle Miocene Dorobratovskaya and Badenian sands locally referred to as the D-1 through D-5 and B-1 through B-5 sands.
CUB Energy Inc.
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text: Dallas Cowboys plan uniform switch for Thanksgiving Miles Austin and the Dallas Cowboys won't be wearing these throwback uniforms on Thanksgiving Day against the Oakland Raiders. (AP Photo/Tony Gutierrez) Dallas Cowboys you're accustomed to seeing on Turkey Day will look a little different Thursday. Big D won't wear its traditional throwback jerseys and helmets for the holiday tilt with the Oakland Raiders at AT&T Stadium, per the Cowboys' official site. The reason? Safety. The NFL has banned teams from wearing alternate helmets to comply with the league's emphasis on concussion awareness. That means Dallas won't dress in the blue-star-laden white helmets they typically wear on Thanksgiving Day. Instead, for the first time since playing in the Cotton Bowl, theCowboys will don their regular blue jerseys for the annual game. http://www.nfl.com/news/story/0ap20...-cowboys-plan-uniform-switch-for-thanksgiving


text: Jo Stevens's evening with Rick isn't going too well, so when she spots her friend Gemma a few lanes down at the bowling alley, she seizes the opportunity for a double date. When Gemma says she'd like to kill her sleazy boss, the two couples joke about forming a club to execute perfect murders. But when Jo stumbles upon a corpse of a woman the next morning, she realizes that murder is no laughing matter. Jo describes her gruesome discovery to Inspector Henrietta "Hen" Mallin who has her work cut out for her as the bodies count continues to climb.