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MasterChef Viewing Party!05.26.2011
Welcome to the ALL NEW EatDrinkEXPERIENCE.com! I've moved from my little old wordpress blog to a real, self hosted website! I promise this will be the last URL change:) It's been a CRAZY week for me, let me get you caught up on what's been going on.


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|Gretna F.C. Set To Go Into Europe!?! posted Tue May 2 2006 13:26:37 by Gkirk
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text: I downloaded the VNC Mac server and have tried it out on several machines. Aside from the fact that I can't launch the server from the menu bar (it just beeps at me), it's pretty cool. However, I can't get it to work at all on my PowerBook 5300 (grayscale). >From the requirements list, it seems that my PowerBook meets the minimum requirements (except I don't know how to tell what version of Display Manager I have). Is there a problem using it on grayscale machines? When I try to connect to the VNC server with a Solaris viewer, MacsBug keeps popping up the following: User break at 0B2E8F30 OTEndpoint::sNotifier(void*, unsigned long, long, void*)+00098 string_ex throw in notify Strangely, though, MacsBug doesn't stay up. The machine continues. I actually have to manually drop into MacsBug to read the messages. When I connect to http server portion of VNC from another machine, I keep receiving a bunch of "DoSndOrderlyDisconnect: OTSndOrderlyDisconnect error -3168 state 7" alerts on my screen. It appears as if one is generated for each http connection (each GET for images, etc.). If I keep OK'ing them, the web page _is_ displayed, though. I'm running MacOS 8.1 (and, therefore, OT 1.3) but it certainly seems like there's a problem with OpenTransport on my machine. Does anyone have any ideas what could be wrong? Has anyone used the Mac VNC server on a grayscale machine (or on a color machine in grayscale mode)? For the VNC developers, I'd be happy to provide information from MacsBug for you if it helps... Thanks! -- Mike (michael "at" alpha.ece.ucsb.edu) --------------------------------------------------------------------- The VNC mailing list - see http://www.orl.co.uk/vnc/intouch.html ---------------------------------------------------------------------


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Michael J. Haraschak Jr.
April 19, 2014
Michael J. Haraschak Jr., 87, a resident of Drums and a guest at Butler Valley Manor, Drums, passed away Saturday evening in Lehigh Valley Hosptial-Hazleton.
Born Feb. 17, 1927, in West Hazleton, he was the son of the late Michael J. and Helen (Pollick) Harascak Sr. In addition to his parents, he was preceded in death by his siblings, Helen Alber, Leo Haraschak, Lawrence Haraschak, Dolores Adomschick and Theresa Haraschak. He was the last surviving member of his immediate family.
A veteran of U.S. Navy service, he entered active duty in 1945, and was discharged in 1947 as a seaman second class.
Prior to his retirement, he was employed by PPL Utilities.
He was a member of St. Michael Ukrainian Catholic Church, Hazleton.
Surviving are his wife, the former Dorothy Wislosky, to whom he had been married for the past 64 years; his sons, Robert Haraschak, Drums; and Michael Haraschak III and his wife, Ann Marie, Drums; his daughter, Mary Kathryn Ludden and her husband, Joseph, New Jersey; his grandchildren, Dr. Michael Haraschak IV and his wife, Tracy, Wellsboro; Kevin Lee, Drums; and Lisa Marie Gentile and her significant other, Theresa Regnante, Long Island, N.Y.; his great-granddaughter, Olivia Gentile Regnante, Long Island, N.Y.; and several nieces and nephews.
Funeral services will be held Wednesday at 9:30 a.m. from John J. Pusti Funeral Home Inc., 480 W. Broad St., Hazleton.
A Divine Liturgy will be celebrated in St. Michael Ukrainian Catholic Church, Hazleton, at 10 a.m.
Interment will be in Calvary Cemetery, Drums.
A public visitation will be held today from 7 to 9 p.m. at the funeral home.
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Royalty Free Music Unique To Your Project - Every Time
Royalty Free Music » Emotions » Heroic » Competitive » Uplifting
Royalty Free Music — Heroic & Competitive & Uplifting
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The following tracks match: Uplifting, Competitive, Heroic
Positive Energyhttps://www.smartsound.com/strata/images/STRATPWP_200.jpgSingle7100067-ST$ 39.957100067-EX$ 59.957100067-W$ 149.95Emotions: Driving, Energetic, Exciting, Positive, Uplifting, Inspirational, Atmospheric, Bold, Competitive, Confident, Heroic, Hypnotic, Incessant, Inspiring, Majestic, Motivating, Powerful, Triumphant, Hopeful Genre: Rock, Indie Rock, Alternative Rock, Rockin, Pop Rock Production Types: Commercials, Corporate, Indie Film, Nature, News, Film Trailer, Epic, Corporate Communications, Product Videos Instrument: Bass (Electric), Drums, Guitar (Electric), Piano, Strings, Instrumental, Guitar
Positive Energy from the album Power Play
Election CampaignPortray strength, confidence, dependability and pride with this brilliant collage of orchestral flourishes and military rhythms. The ideal music track for news updates and global events.https://www.smartsound.com/music/images/high.jpgSingle1706-ST$ 39.951706-EX$ 59.951706-W$ 149.95Emotions: Energetic, Exciting, Positive, Uplifting, Bold, Competitive, Confident, Exuberant, Heroic, Lively, Motivating, Patriotic, Powerful, Spirited, Striving Genre: Themes, Orchestral Production Types: Intros/Bumpers/Stingers Instrument: Orchestra, Acoustic, Instrumental
Election Campaign from the album High Performance
Unchallenged VictoryDance along with this vibrant tune propelled forward by techno instruments for a pulsating, cheerful and uplifting song.https://www.smartsound.com/strata/images/STRATUP_200.jpgSingle7100103-ST$ 39.957100103-EX$ 59.957100103-W$ 149.95Emotions: Driving, Energetic, Exciting, Positive, Cool, Uplifting, Inspirational, Competitive, Confident, Effervescent, Fierce, Heroic, Inspiring, Lively, Motivating, Pulsating, Refreshing, Thrilling, Triumphant, Urgent, Hopeful Genre: Outdoorsy, Corporate/Technology, Alternative Rock, Pop Rock Production Types: Sports, Commercials, Corporate, News, Corporate Communications, Product Videos, Training, Background Instrument: Rock/Pop Band, Bass (Electric), Drums, Guitar (Acoustic), Guitar (Electric), Strings, Synthesizer, Ukulele, Guitar
Unchallenged Victory from the album Updraft
Race To The PodiumSynths and a strong drum beat lay the groundwork in this track, filling the room with a driving intensity.Single?$ ?7100038-EX$ 59.957100038-W$ 149.95Emotions: Driving, Energetic, Exciting, Uplifting, Cheerful, Competitive, Confident, Dramatic, Fierce, Heroic, Intense, Motivating, Powerful, Striving, Thrilling, Triumphant, Hopeful, Investigative, Upbeat Genre: Orchestral, Alternative Rock, Olympic Production Types: Sports, Suspense, Action-Drama Instrument: Studio Orchestra, Bass (Electric), Brass Section, Chimes, Drums, French Horn, Guitar (Electric), Strings, Synthesizer, Instrumental
Race To The Podium from the album Musical Menagerie
A Full LifeGroove to the contemporary sounds of piano, keys and down-home guitar strumming as this fresh tune bounces and builds to a grand shuffle.https://www.smartsound.com/strata/images/STRATCPB_200.jpgSingle7100200-ST$ 39.957100200-EX$ 59.957100200-W$ 149.95Emotions: Driving, Energetic, Exciting, Positive, Uplifting, Inspirational, Atmospheric, Competitive, Confident, Fresh, Heartwarming, Heroic, Incessant, Inspiring, Intense, Majestic, Motivating, Powerful, Pulsating, Punchy, Refreshing, Solemn, Spirited, Thrilling, Touching, Triumphant, Hopeful Genre: Earthy, Indie Rock, Indie Artist, Pop Rock, Pop Production Types: Commercials, Indie Film, Nature, Film Trailer, Biography, Home Videos, Background Instrument: Rock/Pop Band, Bass (Electric), Drums, Guitar (Acoustic), Guitar (Electric), Mandolin, Piano, Guitar
A Full Life from the album Contemporary Pop Beds
Approaching The GatesBig and bold, this inspiring orchestral work can support any momentous ceremony of honor.https://www.smartsound.com/strata/images/STRATWTS_200.jpgSingle67803-ST$ 39.9567803-EX$ 59.9567803-W$ 149.95Emotions: Energetic, Positive, Uplifting, Competitive, Fierce, Heroic, Motivating, Serene, Triumphant Genre: Corporate/Technology Production Types: TV/ Film Drama, Sports, Commercials, Corporate, News Instrument: Brass, Brass Section, Guitar (Electric), Trombone, Trumpet, Instrumental, Guitar
Approaching The Gates from the album Will To Succeed
I Still RememberAn expansive corporate work that can perfectly score your visuals of hope and prosperity to come.https://www.smartsound.com/strata/images/STRATCI_200.jpgSingle59904-ST$ 39.9559904-EX$ 59.9559904-W$ 149.95Emotions: Positive, Uplifting, Competitive, Expansive, Heroic, Inspiring, Motivating, Hopeful Genre: Corporate/Technology Production Types: Corporate Instrument: Instrumental
I Still Remember from the album Corporate Identity
Fight For FortuneThis high-energy track will pump adrenaline into any 'big moment' scene. Excellent layers of percussion and sparkling orchestral flourishes give this score focus and might.https://www.smartsound.com/strata/images/strata13_200.jpgSingle51305-ST$ 39.9551305-EX$ 59.9551305-W$ 149.95Emotions: Driving, Positive, Uplifting, Bold, Competitive, Confident, Expansive, Heroic, Inspiring, Lively, Spirited, Triumphant, Fantasy Genre: Themes, Orchestral, Olympic Production Types: Tribute/Memorial Instrument: Orchestra, Acoustic, Instrumental
Fight For Fortune from the album Heroic Overtures
Olympic FanfareEchoing the pageantry and grandeur of the world games, this stately procession of sterling brass and explosive percussion ideally characterizes the ultimate contests of skill, strength and will.https://www.smartsound.com/music/images/high.jpgSingle1713-ST$ 39.951713-EX$ 59.951713-W$ 149.95Emotions: Positive, Uplifting, Bold, Competitive, Confident, Dignified, Heroic, Inspiring, Motivating, Regal, Sparse, Striving, Triumphant Genre: Sophisticated, Themes, Orchestral, Minimal, Olympic Production Types: Sports, Intros/Bumpers/Stingers Instrument: Orchestra, Trumpet, Acoustic, Instrumental
Olympic Fanfare from the album High Performance
Industrial MarchFrom initial R & D to final product, the inexorable evolution of progress radiates from the startlingly bold swagger of the orchestra in this inspiring depiction of both enlightened industriousness in the plant and major discoveries in the laboratory.https://www.smartsound.com/music/images/high.jpgSingle1712-ST$ 39.951712-EX$ 59.951712-W$ 149.95
Industrial March from the album High Performance
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Undisputed Champion
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Excessive use of police force or getting what they deserved?
This incident happened at a festival in my home city the past weekend. Its on the news cause people are claiming the police used excessive force but a lot of people (me included) think these dudes just got what was coming to them. I don't go to most of these types of festivals cause of stuff like this and these types of guys usually starting sh*t.
What do you guys think?
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Tough one too call IMO, the guy seemingly didn't do anything wrong. I think the copper was the one in the wrong but he blew any chance of anything by reacting and struggling/resisting arrest.
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Cop was mad because that guy was holding him off with one hand, he was embarrassed by that.
The choke hold is illegal though, cops can't put you in that because they have killed people before.
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idiots (the first guy was clearly on drugs. he could not stay still)
bad police work, too.
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Yea def bad police work apparently theres only 8 uniformed cops hired to run security for the whole fest so they are out numbered badly. I'd hate to be in their position, I'm siding with the cops cause that one guy shoulda just kept it moving and not pointed his finger in the cops face he woulda been still chilling. IMO theres no point fighting against the cops even if you are in the right, you are going to jail regardless 99% of the time and it makes you just look worse. might as well go as peacefully as possible and just try your best to fight it in courts. Not trying to be naive and say that always works out but you got a better chance I think
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I'm not going to side with an idiot policeman who thinks it's reasonable to press against a defenseless person's throat who is on the floor.
Also, with the second guy, the policeman started the physical confrontation which maybe isn't too bad considering the other guy was being aggressive but the over-the-top manner he went about it was not good, pushing the guy into the window (again by the throat).
Not that I'd ever get into the situation but if a policeman choked me like that I'm not sure I'd go too quietly either.
Personally, I'd let everyone involved off with a caution or minor community service and maybe ask that policeman to take a month or two training in how to deal with aggressive PERP's or something.
With all that being said, I'm only judging by the video I'm seeing. I'm not aware if a bottle has been thrown previously or the two men had already been involved in some physical disturbance. It could also just be police have been assaulted at this festival earlier and were just playing it harsh as a pre-emptive measure.
Maybe too much circumstances to take into account.
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Also, I lol'd at.
"Taze him.......TAZE HIM!"
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Both was in the wrong but it escalated to the extent it did was because the reasons Cuauhtémoc1520 said.
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Those kids are lucky they werent in Michigan. Cops here will punch back on video and not get into much trouble. Michigan is a +1 state. meaning that whatever the civilian does, police are allowed to use the next step to subdue them.
This is Michigan cops for ya
Last edited by Actus Reus 21; 03-21-2013 at 06:56 PM.
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BANSHEE screening - INVITE ONLY at McGlohon Theater
Antony Starr and Ivana Milicevic, stars of Cinemax's hit drama "Banshee," celebrated the premiere of the show's second season at a red carpet event at Charlotte's McGlohon Theater. Parts of the show are filmed around Charlotte and Mooresville. Beth Petty, director of the Charlotte Regional Film Council, was also on hand to talk about the importance of the state's filming tax incentives, which attract big productions such as "The Hunger Games" and "Homeland" to the area. Charlotte Mayor Patrick Cannon commented that the filming industry provides work to many locals, from those who build sets to costume designers. Photos by Courtney Parlier.


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Waste Connections is a regional, integrated solid waste services company
that provides solid waste collection, transfer, disposal and recycling services
in secondary markets of the Western U.S. We currently own and operate 32
collection operations, nine transfer stations and two Subtitle D landfills and
operate an additional seven transfer stations, two Subtitle D landfill and seven
recycling facilities. As of March 15, 1999, we served more than 300,000
commercial, industrial and residential customers in ten states: California,
Idaho, Kansas, Nebraska, Oklahoma, Oregon, South Dakota, Utah, Washington, and
Wyoming. Approximately 75% of our revenues are derived from exclusive
Waste Connections was formed in September 1997 to build a leading solid
waste services company in the secondary markets of the Western U.S. We have
targeted these markets because we believe that: (1) a large number of
independent solid waste services companies suitable for acquisition by us are
located in these markets; (2) there is less competition in these markets from
larger, better-capitalized solid waste services companies; and (3) these markets
have strong projected economic and population growth rates. In addition, our
senior management team has extensive experience in acquiring, integrating and
operating solid waste services businesses in the Western U.S.
We have developed a two-pronged strategy tailored to the competitive and
regulatory factors that affect our markets. In the markets where waste
collection services are performed under exclusive arrangements, we generally
focus on controlling the solid waste stream by providing collection services
under such arrangements. In markets where we believe that competitive and
regulatory factors make owning landfills advantageous, we generally focus on
providing integrated services, from collection through disposal of solid waste
in landfills that we own or operate.
Acquisitions have been and are expected to continue to be a principal
component of our growth strategy. From our initial public offering in May 1998
to March 15, 1999, we acquired 40 solid waste services businesses, including 24
collection operations, two Subtitle D landfills, 14 transfer stations and six
recycling facilities. These acquisitions took Waste Connections into seven new
markets in five additional states: Kansas, Nebraska, Oklahoma, Oregon and Utah.
Generating internal growth and securing additional exclusive arrangements are
also important components of our growth strategy.
Recent Developments
On February 25, 1999, we announced the simultaneous purchase and sale of
certain solid waste services assets with Allied Waste Industries, Inc. The
transactions include customer contracts, equipment and facilities and represent
approximately $7 million in acquired revenues to each party. We sold our
collection operations in Issaquah, Washington and Maltby, Washington in exchange
for Allied's collection and transfer operations in Norfolk, Nebraska, Fremont,
Nebraska and its landfill operating contract in Columbus, Nebraska.
On February 16, 1999, we announced that we had signed a definitive
agreement to acquire Columbia Resource Co., L.P. and Finley Buttes L.P. Columbia
Resource Co. operates two transfer stations in Clark County Washington. Finley
Buttes is one of the largest regional landfills in the Pacific Northwest, with
over 200 years of capacity at current rates. Combined annual revenue of the two
operations is approximately $23 million. The transaction is structured as all
cash for stock purchase, however, terms of the transaction have not been
disclosed. Closing is subject to usual and customary closing conditions,
including local governmental approval.
On February 4, 1999 we consummated a secondary public offering of
approximately four million shares of Common Stock priced at $17.50 per share.
Substantially all of the proceeds were used for the payment of debt associated
with our acquisition program.
On January 19, 1999, four wholly owned subsidiaries of Waste Connections
merged into Murrey's Disposal Company, Inc., American Disposal Company, Inc.,
D.M. Disposal Co., Inc. and Tacoma Recycling Company, Inc. (together, the
"Murrey Companies"), and the Murrey Companies became wholly owned subsidiaries
of Waste Connections. The Murrey Companies had revenues for the year ended
December 31, 1998 of approximately $28.9 million, of which more than 75% were
derived from services provided under exclusive arrangements. The Murrey
Companies, which provide solid waste services to more than 65,000 customers in
the Seattle-Tacoma, Washington area, own and operate five collection operations
and one transfer station and operate two transfer stations and two recycling
facilities. The aggregate consideration paid by Waste Connections to the
shareholders of the Murrey Companies was 2,888,880 shares of Common Stock. The
mergers were accounted for as poolings-of-interests.
On January 8, 1999, a wholly owned subsidiary of Waste Connections
merged into Roche & Sons, Inc. As a result of this merger, Roche & Sons, Inc.
became a wholly owned subsidiary of Waste Connections that provides solid waste
services to approximately 6,000 customers in central Utah. This merger was
accounted for as a pooling of interests.
Unless otherwise noted, all descriptions of Waste Connections' business
in this Annual Report on Form 10-K are as of March 15, 1998.
Industry Background
According to Waste Age, an industry trade publication, the U.S. solid
waste services industry generated estimated revenues of $36.9 billion in 1997.
The solid waste services industry has undergone significant consolidation and
integration since 1990. We believe that, particularly in the Western U.S., the
following factors have primarily caused the consolidation and integration of the
waste services industry:
- Increased Impact of Regulations. Stringent industry
regulations, such as the Subtitle D regulations, have caused operating
and capital costs to rise and have accelerated consolidation and
acquisition activities in the solid waste collection and disposal
industry. Many smaller industry participants have found these costs
difficult to bear and have decided to either close their operations or
sell them to larger operators. In addition, Subtitle D requires more
stringent engineering of solid waste landfills, and mandates liner
systems, leachate collection, treatment and monitoring systems and gas
collection and monitoring systems. These ongoing costs are combined with
increased financial reserve requirements for solid waste landfill
operators relating to closure and post-closure monitoring. As a result,
the number of solid waste landfills is declining while the average size
is increasing.
- Increased Integration of Collection and Disposal Operations.
In certain markets, competitive pressures are forcing operators to
become more efficient by establishing an integrated network of solid
waste collection operations and transfer stations, through which they
secure solid waste streams for disposal. Operators have adopted a
variety of disposal strategies, including owning landfills, establishing
strategic relationships to secure access to landfills and to capture
significant waste stream volumes to gain leverage in negotiating lower
landfill fees, and securing long-term, most-favored-pricing contracts
with high capacity landfills.
- Pursuit of Economies of Scale. Larger operators achieve
economies of scale by vertically integrating their operations or by
spreading their facility, asset and management infrastructure over
larger volumes. Larger solid waste collection and disposal companies
have become more cost-effective and competitive by controlling a larger
waste stream and by gaining access to significant financial resources to
make acquisitions.
- Regulatory Framework in the Western U.S. In the Western U.S.,
waste collection services are provided largely under three types of
contractual arrangements: certificates or permits, franchise agreements
and municipal contracts. Certificates or permits, such as governmental
certificates awarded to waste collection service providers in
unincorporated areas and electing municipalities of Washington by the
Washington Utilities and Transportation Commission (the "WUTC"),
typically grant the certificate holder the exclusive and perpetual right
to provide specific residential, commercial and industrial waste
services in a territory at specified rates. See "G certificates" below.
Franchise agreements typically provide an exclusive service period of
five to ten years or longer and specify the service territory, a broad
range of services to be provided, and rates for the services. They also
often give the service provider a right of first refusal to extend the
term of the agreement. Municipal contracts typically provide a shorter
service period and a more limited scope of services than franchise
agreements and generally require competitive bidding at the end of the
contract term. Unless customers within the areas covered by certain
governmental certificates, franchise agreements and municipal contracts
elect not to receive any waste collection services, they are required to
pay collection fees to the company providing these services in their
area. These exclusive rights and contractual arrangements create
barriers to entry that can be overcome primarily through acquisitions of
companies with such exclusive rights or contractual arrangements.
Despite the ongoing consolidation, the solid waste services industry
remains primarily regional in nature and highly fragmented. Based on published
industry sources, approximately 27% of the total revenues of the U.S. solid
waste industry is accounted for by more than 5,000 private, predominantly small,
collection and disposal businesses, approximately 41% by publicly traded solid
waste companies and approximately 32% by municipal governments that provide
collection and disposal services. We expect the current consolidation trends in
the solid waste industry to continue, because many independent landfill and
collection operators lack the capital resources, management skills and technical
expertise necessary to comply with stringent environmental and other
governmental regulations and to compete with larger, more efficient, integrated
operators. In addition, many independent operators may wish to sell their
businesses to achieve liquidity in their personal finances or as part of their
estate planning. We believe that the fragmented nature of the industry offers
significant consolidation and growth opportunities, especially in secondary
markets of the Western U.S., for companies with disciplined acquisition
programs, decentralized operating strategies and access to financial resources.
Our objective is to build a leading integrated solid waste services
company in secondary markets of the Western U.S. We have developed a two-pronged
strategy tailored to the competitive and regulatory factors that affect our
First, in markets where waste collection services are provided under
exclusive arrangements, or where waste disposal is municipally funded or
available from multiple municipal sources, we believe that controlling the waste
stream by providing collection services under exclusive arrangements is often
more important to our growth and profitability than owning or operating
landfills. In addition, regulations in some Western U.S. markets dictate the
disposal facility to be used. The large size of many western states increases
the cost of interstate and long haul disposal, heightening the effects of
regulations that direct waste disposal, which may make it more difficult for a
landfill to obtain the disposal volume necessary to operate profitably. In
markets with these characteristics, we believe that landfill ownership or
vertical integration is not critical to our success.
Second, in markets where we believe that owning landfills is a strategic
element to a collection operation because of competitive and regulatory factors,
we generally focus on providing integrated services, from collection through
disposal of solid waste in landfills that we own or operate.
- Expansion Through Acquisitions. We intend to expand significantly the
scope of our operations by continuing to acquire solid waste operations
in new markets and in existing or adjacent markets that are combined
with or "tuck in" to existing operations.
We intend to expand into new geographic regions by entering these
markets through acquisitions. We use an initial acquisition in a new
market as an operating base. Then we seek to strengthen the acquired
operation's presence in that market by providing additional services,
adding new customers and making "tuck-in" acquisitions. We next seek to
broaden our regional presence by adding additional operations in markets
adjacent to the new location. We are currently examining opportunities
in states other than those in which we currently operate and are
assessing potential acquisitions of solid waste operations in Colorado,
Montana and Texas.
We believe that many "tuck-in" acquisition opportunities exist within
our current and targeted market areas. For example, we have identified
more than 300 independent entities that provide collection and disposal
services in the states where we currently operate. We believe that
throughout the Western U.S., many independent entities are suitable for
acquisition by Waste Connections and provide opportunities to increase
our market share and route density.
- Exclusive Arrangements. We derive a significant portion of our
revenues from arrangements, including franchise agreements, municipal
contracts and governmental certificates, under which we are the
exclusive service provider in a specified market. We intend to devote
significant resources to securing additional franchise agreements and
municipal contracts through competitive bidding and additional
governmental certificates by acquiring other companies. In bidding for
franchises and municipal contracts and evaluating acquisition candidates
holding governmental certificates, our management team draws on its
experience in the waste industry and its knowledge of local service
areas in existing and target markets. Our district managers maintain
relationships with local governmental officials within their service
areas, and sales representatives may be assigned to cover specific
municipalities. These personnel focus on maintaining, renewing and
renegotiating existing franchise agreements and municipal contracts and
on securing additional agreements and contracts.
- Internal Growth. To generate continued internal growth, we will focus on
increasing market penetration in our current and adjacent markets,
soliciting new commercial, industrial, and residential customers in
markets where such customers may elect whether or not to receive waste
collection services, marketing upgraded or additional services (such as
compaction or automated collection) to existing customers and, where
appropriate, raising prices. Where possible, we intend to leverage our
franchise-based platforms to expand our customer base beyond our
exclusive market territories. As customers are added in existing
markets, our revenue per routed truck increases, which generally
increases our collection efficiencies and profitability. In markets in
which we have exclusive contracts, franchises and certificates, we
expect internal volume growth generally to track population and business
growth. Transfer stations are also an important part of our internal
growth strategy. They extend our direct-haul reach and link disparate
collection operations with disposal capacity that we own, operate or
contract. We currently own and/or operate 16 transfer stations. By
operating transfer stations, we also engage in direct communications
with municipalities and private operators that deliver waste to our
transfer stations. This positions us to gain additional business in our
markets if a municipality privatizes any solid waste operations it owns
or rebids existing contracts, and it increases our opportunities to
acquire other private collection operations that use the transfer
- Decentralized Operations. We manage our operations on a decentralized
basis. This places decision-making authority close to the customer,
enabling us to identify customers' needs quickly and to address those
needs in a cost-effective manner. We believe that decentralization
provides a low-overhead, highly efficient operational structure that
allows us to expand into geographically contiguous markets and operate
in relatively small communities that larger competitors may not find
attractive. We believe that this structure gives us a strategic
competitive advantage, given the relatively rural nature of much of the
Western U.S., and makes us an attractive buyer to many potential
acquisition candidates. We currently deliver our services from 32
operating locations serving 12 market areas, or districts. Each district
has a district manager, who has autonomous service and decision-making
authority for that district and is responsible for maintaining service
quality, promoting safety in the district's operations, implementing
marketing programs, and overseeing day-to-day operations, including
contract administration. District managers also help identify
acquisition candidates and are responsible for integrating them into our
operations and obtaining the permits and other governmental approvals
required for us to operate the acquired business.
- Operating Enhancements. We develop company-wide operating standards,
which are tailored for each of our markets based on industry standards
and local conditions. Using these standards, we track collection and
disposal routing efficiency and equipment utilization. We also implement
cost controls and employee training and safety procedures, and establish
a sales and marketing plan for each market. We have installed a wide
area network, implemented advanced management information systems and
financial controls, and consolidated accounting, insurance and employee
benefit functions, customer service, productivity reporting and
dispatching systems. While district management operates with a high
degree of autonomy, our senior officers monitor district operations and
require adherence to Waste Connections' accounting, purchasing,
marketing and internal control policies, particularly with respect to
financial matters. Our executive officers regularly review the
performance of district managers and operations. We believe that by
establishing operating standards, closely monitoring performance and
streamlining certain administrative functions, we can improve the
profitability of existing operations.
To improve an acquired business' operational productivity,
administrative efficiency and profitability, we apply the same operating
standards, information systems and financial controls to acquired
businesses as our existing operations employ. Moreover, if we can
internalize the waste stream of acquired operations, we can further
increase operating efficiencies and improve capital utilization. Where
not restricted by exclusive agreements, contracts, permits or
certificates, we also solicit new commercial, industrial and residential
customers in areas within and surrounding the markets served by acquired
collection operations, to further improve operating efficiencies and
increase the volume of solid waste collected by the acquired operations.
Acquisition Program
Waste Connections currently operates in ten states in the Western U.S.
We focus our acquisition efforts on markets in the Western U.S. that generally
exhibit the characteristics listed below, which we believe provide significant
growth opportunities for a well-capitalized market entrant and create economic
and operational barriers to entry by new competitors.
- A potential market revenue base of at least $15 million, usually
in market areas with a geographically dispersed population of
75,000 or less;
- A fragmented market with additional acquisition candidates;
- The opportunity to acquire a significant market share;
- Strong projected economic or population growth rates;
- The availability of adequate disposal capacity, through
acquisition or agreements with third parties; and
- A favorable regulatory environment.
We believe that our experienced management, decentralized operating
strategy, financial strength, size and public company status make us an
attractive buyer to certain solid waste collection and disposal acquisition
candidates. We have developed a set of financial, geographic and management
criteria to evaluate specific acquisition candidates. The factors that we
consider in evaluating an acquisition candidate include:
- The candidate's historical and projected financial performance;
- The return on capital invested in a candidate, its margins and
capital requirements and its impact on our earnings;
- The experience and reputation of the candidate's management and
customer service providers, their relationships with local
communities and their willingness to continue as employees of
Waste Connections;
- The composition and size of the candidate's customer base and
whether the customer base is served under franchise agreements,
municipal contracts, governmental certificates or other
exclusive arrangements;
- Whether the geographic location of the candidate will enhance or
expand our market area or ability to attract other acquisition
- Whether the acquisition will increase our market share or help
protect our existing customer base;
- Any potential synergies that may be gained by combining the
candidate with our existing operations; and
- The liabilities of the candidate.
Before completing an acquisition, we perform extensive environmental,
operational, engineering, legal, human resources and financial due diligence.
Our management evaluates and approves all acquisitions. Ronald J. Mittelstaedt,
President, Chief Executive Officer and Chairman of the Board, is authorized to
approve acquisitions for consideration of up to $1 million; the Executive
Committee of the Board of Directors must approve all other acquisitions. We seek
to integrate each acquired business promptly and to minimize disruption to the
ongoing operations of both Waste Connections and the acquired business. We
believe our senior management team has a proven track record in integrating
The following table sets forth Waste Connections' acquisitions completed
from our inception in September 1997 through March 15, 1999:
Brecke Sanitation January 1999 Collection Wagner, SD Western South Dakota
Murrey Companies January 1999 Collection Fife, WA Western Washington
Roche & Sons, Inc. January 1999 Collection Layton, UT Central Utah
Butler County Landfill, January 1999 Landfill David City, NE Eastern Nebraska
Inc. and Kobus
Construction, Inc.
City Sanitation, Inc. December 1998 Collection Layton, UT Central Utah
Amador Disposal December 1998 Collection Ione, CA North Central California
Service, Inc. and
Mother Lode
Sani-Hut, Inc.
Heartland Waste December 1998 Collection Arkansas City, KA Southern Kansas
Management, Inc.
Columbia Sanitary November 1998 Collection Portland, OR Northwestern Oregon
Services, Inc. and Southwestern Washington
and Moreland
Sanitary Service, Inc
B&G Sanitation November 1998 Collection Cottage Grove, OR Southwestern Oregon
Veneta Garbage Service November 1998 Collection Veneta, OR Southwestern Oregon
Siuslaw Disposal, Inc. November 1998 Collection Florence, OR Southwestern Oregon
R&N, LLC October 1998 Collection Mountain Home, ID Southwestern Idaho
Westlane Disposal September 1998 Collection Florence, OR Southwestern Oregon
Harrell's Septic Service September 1998 Septic Services Crescent City, CA Northwestern
California and
Southwestern Oregon
Evergreen Waste September 1998 Collection Washougal, WA Southwestern
Systems, Inc. Washington and
Northwestern Oregon
Wolff's Trashmasher September 1998 Collection Stanton, NE Eastern Nebraska
and Haul It
All Sanitary Service
Country Garbage September 1998 Collection Salt Lake City, UT Central Utah
Services, Inc
Youngclaus Enterprises September 1998 Collection Madera, CA North Central
Affiliated Waste September 1998 Collection Norfolk, NE Eastern Nebraska
Services, L.L.C. Eastern Nebraska
Contractors Waste, Inc. August 1998 Collection Salt Lake City, UT Central Utah
Big Red Roll Off, Inc. August 1998 Collection O'Neill, NE Eastern Nebraska
ABC Waste, Inc. August 1998 Collection Salt Lake City, UT Central Utah
Miller Containers, Inc. July 1998 Collection Salt Lake City, UT Central Utah
Shrader Refuse and July 1998 Collection Papillion, NE Eastern Nebraska
Recycling Service Company
Red Carpet Landfill, Inc. June 1998 Landfill Enid, OK Western Oklahoma
B&B Sanitation, Inc. June 1998 Collection Enid, OK Western Oklahoma
Darlin Equipment, Inc. June 1998 Equipment Leasing Enid, OK Western Oklahoma
Oregon Waste Technology June 1998 Collection Brookings, OR Southwestern Oregon
Curry Transfer and Recycling June 1998 Collection Brookings, OR Southwestern Oregon
Contractor's Waste June 1998 Collection Orem, UT Central Utah
Removal, L.C.
Arrow Sanitary Services, Inc. June 1998 Collection Portland, OR
Northwestern Oregon and
Southwestern Washington
T&T Disposal, Inc. May 1998 Collection Gillette, WY Northeastern Wyoming
Sunshine Sanitation May 1998 Collection Spearfish, SD Western South Dakota
Sower's Sanitation, Inc. May 1998 Collection Belle Fourche, SD Western South Dakota
Jesse's Disposal April 1998 Collection Gillette, WY Northeastern Wyoming
A-1 Disposal, Inc. April 1998 Collection Gillette, WY Northeastern Wyoming
Hunter Enterprises, Inc. March 1998 Collection Shelley, ID Eastern Idaho
Madera Disposal. February 1998 Collection and Madera, CA North Central California
Services Inc. Landfill
Waste Connections of Idaho, January 1998 Collection Idaho Falls, ID Eastern Idaho
Fibres International, Inc. September 1997 Collection Issaquah, WA North Central Washington
and Central Oregon
Browning-Ferris Industries September 1997 Collection Clark County, WA Southwestern Washington
of Washington, Inc.
* Month in which transaction closed.
Waste Connections serves more than 300,000 commercial, industrial and
residential customers. Of these, we serve more than 94,000 under governmental
certificates that grant us rights, generally perpetual and exclusive, to provide
services within specified areas, more than 26,500 under exclusive franchise
agreements with remaining terms ranging from seven to 18 years, and more than
118,500 under exclusive municipal contracts with generally shorter contract
We provide commercial and industrial services not performed under
governmental certificates, franchise agreements or municipal contracts under one
to five year service agreements. We determine fees under these agreements by
such factors as collection frequency, level of service, route density, the type,
volume and weight of the waste collected, type of equipment and containers
furnished, the distance to the disposal or processing facility, the cost of
disposal or processing and prices charged in our markets for similar service.
Collection of larger volumes associated with commercial and industrial waste
streams generally helps improve our operating efficiencies, and consolidation of
these volumes allows us to negotiate more favorable disposal prices. Our
commercial and industrial customers use portable containers for storage,
enabling us to service many customers with fewer collection vehicles. Commercial
and industrial collection vehicles normally require one operator. We provide one
to eight cubic yard containers to commercial customers, 10 to 50 cubic yard
containers to industrial customers, and 30 to 95 gallon carts to residential
customers. For an additional fee, we install stationary compactors that compact
waste prior to collection on the premises of a substantial number of large
volume customers.
We provide residential waste services that we do not perform under
governmental certificates, franchise agreements or municipal contracts under
contracts with homeowners' associations, apartment owners or mobile home park
operators, or on a subscription basis with individual households. We base
residential contract fees primarily on route density, the frequency and level of
service, the distance to the disposal or processing facility, the cost of
disposal or processing and prices charged in that market for similar services.
Collection fees are paid either by the municipalities from tax revenues or
directly by the residents receiving the services.
Waste Connections has an active program to acquire, develop, own and
operate transfer stations in markets proximate to our operations. Currently, we
operate three transfer stations in California, three transfer stations in
Nebraska, four transfer stations in Washington and six transfer stations in
Oregon, which receive, compact, and transfer solid waste to be transported by
larger vehicles to landfills. We believe that the transfer stations benefit
Waste Connections by:
- concentrating the waste stream from a wider area, which
increases the volume of disposal at landfills that we operate
and gives us greater leverage in negotiating for more favorable
disposal rates at other landfills;
- improving utilization of collections personnel and equipment;
- building relationships with municipalities and private operators
that deliver waste, which can lead to additional growth
Waste Connections seeks to identify solid waste landfill acquisition
candidates to achieve vertical integration in markets where the economic and
regulatory environment makes such acquisitions attractive. We believe that in
some markets, acquiring landfills provides opportunities to vertically integrate
our collection, transfer and disposal operations while improving operating
margins. We evaluate landfill candidates by determining, among other things, the
amount of waste that could be diverted to the landfill in question, whether
access to the landfill is economically feasible from Waste Connections' existing
market areas either directly or through transfer stations, the expected life of
the landfill, the potential for expanding the landfill, and current disposal
costs compared to the cost of acquiring the landfill. Where the acquisition of a
landfill is not attractive, we pursue long term disposal contracts with
facilities, which are typically municipally controlled.
We operate the Fairmead Landfill and own and operate the Red Carpet
Landfill and the Butler County Landfill, all of which are Subtitle D landfills.
Fairmead Landfill. We operate the Fairmead Landfill under an operating
agreement with Madera County with a remaining term of 18 years. As of January
29, 1999, the Fairmead Landfill consisted of 160 total acres, of which 77 acres
were permitted for disposal. As of that date, the Fairmead Landfill had
approximately 550,000 tons of unused permitted capacity remaining, with
approximately 4.9 million additional tons of capacity in various stages of
permitting, and was estimated to have a remaining life of 26 years at current
disposal rates. The Fairmead Landfill is currently permitted to accept up to 378
tons per day of municipal solid waste.
Red Carpet Landfill. As of January 29, 1999, the Red Carpet Landfill
consisted of 82 total acres, of which 40 acres were permitted for disposal. As
of that date, the Red Carpet Landfill had approximately 625,000 tons of unused
permitted capacity remaining, with approximately 1.7 million additional tons of
capacity in various stages of permitting, and was estimated to have a remaining
life of 40 years at current disposal rates. The Red Carpet Landfill is currently
permitted to accept up to 350 tons per day of municipal solid waste.
Butler County Landfill. As of January 29, 1999, the Butler County
Landfill consisted of approximately 282 acres, of which 84 acres were permitted
for disposal. As of that date, the Butler County Landfill had approximately
4.0 million tons of unused permitted capacity remaining, and was estimated to
have a remaining life of 28 years at current disposal rates.
We monitor the available permitted in-place disposal capacity of the
Fairmead, Red Carpet and Butler County Landfills on an ongoing basis and
evaluate whether to seek to expand this capacity. In making this evaluation, we
consider various factors, including the volume of waste projected to be disposed
of at the landfill, the size of the unpermitted acreage included in the
landfill, the likelihood that Waste Connections will be able to obtain the
necessary approvals and permits required for the expansion and the costs that
would be involved in developing the additional capacity. We also regularly
consider whether it is advisable, in light of changing market conditions and/or
regulatory requirements, to seek to expand or change the permitted waste streams
or to seek other permit modifications.
We offer municipal, commercial, industrial and residential customers
recycling services for a variety of recyclable materials, including cardboard,
office paper, plastic containers, glass bottles and ferrous and aluminum metals.
We operate seven recycling processing facilities and sell other collected
recyclable materials to third parties for processing before resale. The profits
from our resale of recycled materials are often shared between Waste Connections
and the other parties to our recycling contracts. For example, certain of our
municipal recycling contracts in Washington and Idaho, negotiated before we
acquired those businesses, specify certain benchmark resale prices for recycled
commodities. To the extent the prices we actually receive for the processed
recycled commodities collected under the contract exceed the prices specified in
the contract, we share the excess with the municipality, after recovering any
previous shortfalls resulting from actual market prices falling below the prices
specified in the contract. To reduce our exposure to commodity price risk with
respect to recycled materials, we have adopted a pricing strategy of charging
collection and processing fees for recycling volume collected from third
parties. We believe that recycling will continue to be an important component of
local and state solid waste management plans due to the public's increasing
environmental awareness and expanding regulations that mandate or encourage
We perform a substantial portion of our collection business in
Washington under governmental certificates (referred to as "G certificates")
awarded by the WUTC. G certificates apply only to unincorporated areas of
Washington and municipalities that have elected to have their solid waste
collection overseen by the WUTC. G certificates generally grant the holder the
exclusive and perpetual right to provide certain solid waste collection and
transportation services in a specified territory. The WUTC has repeatedly
determined that, in enacting the statute authorizing G certificates, the
Washington Legislature intended to favor grants of exclusive, rather than
overlapping, service rights for conventional solid waste services. Accordingly,
most G certificates currently grant exclusive solid waste collection and
transportation rights for conventional solid waste services in their specified
The WUTC and the Washington Legislature have generally construed G
certificates as conferring vested property rights that may be defeated,
diminished or cancelled only upon the occurrence of specified events of default,
the demonstrated lack of fitness of the certificate holder, or municipalities'
annexation of territory covered by a certificate. Thus, a certificate holder is
entitled to due process in challenging any action that affects its rights. In
addition, legislation passed in 1997 requires a municipality that annexes
territory covered by a G certificate either to grant the certificate holder an
exclusive franchise, generally with a minimum term of seven years, to continue
to provide services in the affected area, or to negotiate with the certificate
holder some other compensation for the collection rights in the affected area.
The statute expressly permits the certificate holder to sue the annexing
municipality for measurable damages that exceed the value of a seven-year
franchise agreement to provide services in the affected area. Under one of the
contracts with a municipality in Washington acquired by a predecessor of Waste
Connections, the predecessor purported to waive its rights to compensation or
damages under the statute in return for the right to service any current or
prospectively annexed areas formerly covered by its G certificate.
In addition to awarding G certificates, the WUTC is required by statute
to establish just, reasonable and compensatory rates to customers of regulated
solid waste collection companies. The WUTC is charged with balancing the needs
of service providers to earn fair and sufficient returns on their investments in
plant and equipment against the needs of commercial and residential customers to
receive adequate and reasonably priced services. Over the past decade, the WUTC
has used a rate making methodology known as the "Lurito-Gallagher" method. This
method calculates rates based on the income statements and balance sheets of
each service provider, with the goal of establishing rates that reflect the
costs of
providing service and that motivate service providers to invest in
equipment that improves operating efficiency in a cost-effective manner. The
Lurito-Gallagher rate-setting methodology was adjusted in the early 1990's to
better reflect the costs of providing recycling services, by accounting for
providers' increasing use of automated equipment and adjusting for the
cyclicality of the secondary recyclables markets. This has often resulted in
more frequent rate adjustments in response to material cost shifts.
In most of our existing markets, we provide waste collection, transfer
and disposal services to municipalities and governmental authorities under
exclusive franchise agreements, municipal contracts and G certificates; service
providers do not contract directly with individual customers. In addition,
because Waste Connections has grown to date primarily through acquisitions, we
have generally assumed existing franchise agreements, municipal contracts and G
certificates from the acquired companies, rather than obtaining new contracts.
For these reasons, our sales and marketing efforts to date have been narrowly
focused. We expect to add sales and marketing personnel as necessary to solicit
new customers in markets where we are not the exclusive provider of solid waste
services, expand our presence into areas adjacent to or contiguous with our
existing markets, and market additional services to existing customers.
The solid waste services industry is highly competitive and fragmented
and requires substantial labor and capital resources. The industry presently
includes four large national waste companies: Allied Waste Industries, Inc.
(which has announced an impending purchase of Browning-Ferris Industries,
Inc.),Browning-Ferris Industries, Inc., Republic Services, Inc., and Waste
Management, Inc., Casella Waste Systems, Inc., Superior Services, Inc. and Waste
Industries, Inc. are other public companies with annual revenues in excess of
$100 million. Certain of the markets in which Waste Connections competes or will
likely compete are served by one or more large, national solid waste companies,
as well as by numerous privately held regional and local solid waste companies
of varying sizes and resources, some of which have accumulated substantial
goodwill in their markets. We also compete with operators of alternative
disposal facilities, including incinerators, and with counties, municipalities,
and solid waste districts that maintain their own waste collection and disposal
operations. Public sector operations may have financial advantages over Waste
Connections, because of their access to user fees and similar charges, tax
revenues and tax-exempt financing.
We compete for collection, transfer and disposal volume based primarily
on the price and quality of our services. From time to time, competitors may
reduce the price of their services in an effort to expand their market shares or
service areas or to win competitively bid municipal contracts. These practices
may cause Waste Connections to reduce the price of our services or, if we elect
not to do so, to lose business. We provide a substantial portion of our
residential, commercial and industrial collection services under exclusive
franchise and municipal contracts and certificates, some of which are subject to
periodic competitive bidding. We provide the balance of our services under
subscription agreements with individual households and one to five year service
contracts with commercial and industrial customers.
Intense competition exists not only for collection, transfer and
disposal volume, but also for acquisition candidates. We generally compete for
acquisition candidates with publicly owned regional and large national waste
management companies.
The solid waste collection and disposal industry is currently undergoing
significant consolidation, and we encounter competition in our efforts to
landfills, transfer and collection operations. Accordingly, it may become
uneconomical for us to make further acquisitions or we maybe unable to locate or
acquire suitable acquisition candidates at price levels and on terms and
conditions that we consider appropriate, particularly in markets we do not
already serve.
Competition in the disposal industry may also be affected by the
increasing national emphasis on recycling and other waste reduction programs,
which may reduce the volume of waste deposited in landfills.
Waste Connections' landfill operations and non-landfill operations,
including waste transportation, transfer stations, vehicle maintenance shops and
fueling facilities, are all subject to extensive and evolving federal, state and
local environmental laws and regulations, the enforcement of which has become
increasingly stringent in recent years. The environmental regulations affecting
Waste Connections are administered by the EPA and other federal, state and local
environmental, zoning, health and safety agencies. The WUTC regulates the
portion of our collection business in Washington performed under G certificates,
which generally grant Waste Connections perpetual and exclusive collection
rights in certain areas. Waste Connections is currently in substantial
compliance with applicable federal, state and local environmental laws, permits,
orders and regulations. We do not currently anticipate any material
environmental costs necessary to bring our operations into compliance (although
there can be no assurance in this regard). We anticipate that regulation,
legislation and regulatory enforcement actions related to the solid waste
services industry will continue to increase. We attempt to anticipate future
regulatory requirements and to plan in advance as necessary to comply with them.
The principal federal, state and local statutes and regulations that
apply to our operations are described below. All of the federal statutes
described below contain provisions that authorize, under certain circumstances,
lawsuits by private citizens to enforce the provisions of the statutes. In
addition to a penalty award by the United States, some of those statutes
authorize an award of attorneys' fees to parties that successfully bring such an
action. Enforcement actions under these statutes may include both civil and
criminal penalties, as well as injunctive relief in some instances.
RCRA regulates the generation, treatment, storage, handling,
transportation and disposal of solid waste and requires states to develop
programs to ensure the safe disposal of solid waste. RCRA divides solid waste
into two groups, hazardous and nonhazardous. Wastes are generally classified as
hazardous if they either (i) are specifically included on a list of hazardous
wastes, or (ii) exhibit certain characteristics defined as hazardous. Household
wastes are specifically designated as nonhazardous. Wastes classified as
hazardous under RCRA are subject to much stricter regulation than wastes
classified as nonhazardous, and businesses that deal with hazardous waste are
subject to regulatory obligations in addition to those imposed on handlers of
nonhazardous waste.
The EPA regulations issued under Subtitle C of RCRA impose a
comprehensive "cradle to grave" system for tracking the generation,
transportation, treatment, storage and disposal of hazardous wastes. The
Subtitle C Regulations impose obligations on generators, transporters and
disposers of hazardous wastes, and require permits that are costly to obtain and
maintain for sites where such material is treated, stored or disposed. Subtitle
C requirements include detailed operating, inspection, training and emergency
preparedness and response standards, as well as requirements for manifesting,
record keeping and reporting, corrective action, facility closure, post-closure
and financial responsibility. Most states have promulgated regulations modeled
on some or all of the Subtitle C provisions issued by the EPA. Some state
regulations impose different, additional and more stringent obligations, and may
regulate certain materials as hazardous wastes that are not so regulated under
the federal Subtitle C Regulations. From
the date of inception through January 29, 1999, Waste Connections did not, to
our knowledge, transport hazardous wastes under circumstances that would subject
Waste Connections to hazardous waste regulations under RCRA. Some of our
ancillary operations (e.g., vehicle maintenance operations) may generate
hazardous wastes. Waste Connections manages these wastes in substantial
compliance with applicable laws.
In October 1991, the EPA adopted the Subtitle D Regulations governing
solid waste landfills. The Subtitle D Regulations, which generally became
effective in October 1993, include location restrictions, facility design
standards, operating criteria, closure and post-closure requirements, financial
assurance requirements, groundwater monitoring requirements, groundwater
remediation standards and corrective action requirements. In addition, the
Subtitle D Regulations require that new landfill sites meet more stringent liner
design criteria (typically, composite soil and synthetic liners or two or more
synthetic liners) intended to keep leachate out of groundwater and have
extensive collection systems to carry away leachate for treatment prior to
disposal. Groundwater monitoring wells must also be installed at virtually all
landfills to monitor groundwater quality and, indirectly, the effectiveness of
the leachate collection system. The Subtitle D Regulations also require, where
certain regulatory thresholds are exceeded, that facility owners or operators
control emissions of methane gas generated at landfills in a manner intended to
protect human health and the environment. Each state is required to revise its
landfill regulations to meet these requirements or such requirements will be
automatically imposed by the EPA on landfill owners and operators in that state.
Each state is also required to adopt and implement a permit program or other
appropriate system to ensure that landfills in the state comply with the
Subtitle D Regulations. Various states in which we operate or in which we may
operate in the future have adopted regulations or programs as stringent as, or
more stringent than, the Subtitle D Regulations.
RCRA also regulates underground storage of petroleum and other regulated
materials. RCRA requires registration, compliance with technical standards for
tanks, release detection and reporting, and corrective action, among other
things. Certain of Waste Connections' facilities and operations are subject to
these requirements.
The Clean Water Act regulates the discharge of pollutants from a variety
of sources, including solid waste disposal sites and transfer stations, into
waters of the United States. If run-off from our transfer stations or run-off or
collected leachate from Waste Connections' owned or operated landfills is
discharged into streams, rivers or other surface waters, the Clean Water Act
would require Waste Connections to apply for and obtain a discharge permit,
conduct sampling and monitoring and, under certain circumstances, reduce the
quantity of pollutants in such discharge. Also, virtually all landfills are
required to comply with the EPA's storm water regulations issued in November
1990, which are designed to prevent contaminated landfill storm water runoff
from flowing into surface waters. We believe that our facilities comply in all
material respects with the Clean Water Act requirements. Various states in which
we operate or in which we may operate in the future have been delegated
authority to implement the Clean Water Act permitting requirements, and some of
these states have adopted regulations that are more stringent than the federal
requirements. For example, states often require permits for discharges to ground
water as well as surface water.
CERCLA established a regulatory and remedial program intended to provide
for the investigation and cleanup of facilities where or from which a release of
any hazardous substance into the environment has occurred or is threatened.
CERCLA's primary mechanism for remedying such problems is to impose strict joint
and several liability for cleanup of facilities on current owners and operators
of the site, former owners and operators of the site at the time of the disposal
of the hazardous substances, any person who arranges for the transportation,
disposal or treatment of the hazardous substances, and the transporters who
select the disposal and treatment facilities. CERCLA also imposes liability for
the cost of evaluating and remedying any damage to natural resources. The costs
of CERCLA investigation and cleanup can be very substantial. Liability under
CERCLA does not depend on the existence or disposal of "hazardous waste" as
defined by RCRA; it can also be based on the existence of even very small
amounts of the more than 700 "hazardous substances" listed by the EPA, many of
which can be found in household waste. In addition, the definition of "hazardous
substances" in CERCLA incorporates substances designated as hazardous or toxic
under the federal Clean Water Act, Clear Air Act and Toxic Substances Control
Act. If Waste Connections were found to be a responsible party for a CERCLA
cleanup, the enforcing agency could hold Waste Connections, or any other
generator, transporter or the owner or operator of the contaminated facility,
responsible for all investigative and remedial costs, even if others were also
liable. CERCLA also authorizes the imposition of a lien in favor of the United
States on all real property subject to, or affected by, a remedial action for
all costs for which a party is liable. CERCLA gives a responsible party the
right to bring a contribution action against other responsible parties for their
allocable shares of investigative and remedial costs. Waste Connections' ability
to obtain reimbursement from others for their allocable shares of such costs
would be limited by our ability to find other responsible parties and prove the
extent of their responsibility and by the financial resources of such other
parties. Various state laws also impose liability for investigation, cleanup and
other damages associated with hazardous substance releases.
The Clean Air Act generally, through state implementation of federal
requirements, regulates emissions of air pollutants from certain landfills based
on factors such as the date of the landfill construction and tons per year of
emissions of regulated pollutants. Larger landfills and landfills located in
areas where the ambient air does not meet certain requirements of the Clean Air
Act may be subject to even more extensive air pollution controls and emission
limitations. In addition, the EPA has issued standards regulating the disposal
of asbestos-containing materials. Air permits to construct may be required for
gas collection and flaring systems, and operating permits may be required,
depending on the potential air emissions. State air regulatory programs may
implement the federal requirements but may impose additional restrictions. For
example, some state air programs uniquely regulate odor and the emission of
toxic air pollutants.
The OSH Act is administered by the Occupational Safety and Health
Administration ("OSHA"), and in many states by state agencies whose programs
have been approved by OSHA. The OSH Act establishes employer responsibilities
for worker health and safety, including the obligation to maintain a workplace
free of recognized hazards likely to cause death or serious injury, to comply
with adopted worker protection standards, to maintain certain records, to
provide workers with required disclosures and to implement certain health and
safety training programs. Various OSHA standards may apply to Waste Connections'
operations, including standards concerning notices of hazards, safety in
excavation and demolition work, the handling of asbestos and asbestos-containing
materials, and worker training and emergency response programs.
Certain permits and approvals, as well as certain state and local
regulations, may limit a landfill or transfer station to accepting waste that
originates from specified geographic areas, restrict the importation of
out-of-state waste or wastes originating outside the local jurisdiction or
otherwise discriminate against non-local waste. These restrictions, generally
known as flow control restrictions, are controversial, and some courts have held
that some flow control schemes violate constitutional limits on state or local
regulation of interstate commerce. From time to time, federal legislation is
proposed that would allow some local flow control restrictions. Although no such
federal legislation has been enacted to date, if such federal legislation should
be enacted in the future, states in which Waste Connections operates landfills
could limit or prohibit the importation of out-of-state waste or direct that
wastes be handled at specified facilities. Such state actions could adversely
affect Waste Connections' landfills. These restrictions could also result in
higher disposal costs for our collection operations. If we were unable to pass
such higher costs through to our customers, our business, financial condition
and operating results could be adversely affected.
Certain state and local jurisdictions may also seek to enforce flow
control restrictions through local legislation or contractually. In certain
cases, we may elect not to challenge such restrictions. These restrictions could
reduce the volume of waste going to landfills in certain areas, which may
adversely affect our ability to operate our landfills at their full capacity
and/or reduce the prices that we can charge for landfill disposal services.
These restrictions may also result in higher disposal costs for our collection
operations. If we were unable to pass such higher costs through to our
customers, Waste Connections' business, financial condition and operating
results could be adversely affected.
Each state in which Waste Connections now operates or may operate in the
future has laws and regulations governing the generation, storage, treatment,
handling, transportation and disposal of solid waste, occupational safety and
health, water and air pollution and, in most cases, the siting, design,
operation, maintenance, closure and post-closure maintenance of landfills and
transfer stations. State and local permits and approval for these operations may
be required and may be subject to periodic renewal, modification or revocation
by the issuing agencies. In addition, many states have adopted statutes
comparable to, and in some cases more stringent than, CERCLA. These statutes
impose requirements for investigation and cleanup of contaminated sites and
liability for costs and damages associated with such sites, and some provide for
the imposition of liens on property owned by responsible parties. Furthermore,
many municipalities also have ordinances, local laws and regulations affecting
Waste Connections' operations. These include zoning and health measures that
limit solid waste management activities to specified sites or activities, flow
control provisions that direct or restrict the delivery of solid wastes to
specific facilities, laws that grant the right to establish franchises for
collection services and then put such franchises out for bid, and bans or other
restrictions on the movement of solid wastes into a municipality.
Permits or other land use approvals with respect to a landfill, as well
as state or local laws and regulations, may specify the quantity of waste that
may be accepted at the landfill during a given time period, and/or specify the
types of waste that may be accepted at the landfill. Once an operating permit
for a landfill is obtained, it must generally be renewed periodically.
There has been an increasing trend at the state and local level to
mandate and encourage waste reduction at the source and waste recycling, and to
prohibit or restrict the disposal of certain types of solid wastes, such as yard
wastes, leaves and tires, in landfills. The enactment of regulations reducing
the volume and types of wastes available for transport to and disposal in
landfills could prevent Waste Connections from operating our facilities at their
full capacity.
Some state and local authorities enforce certain federal laws in
addition to state and local laws and regulations. For example, in some states,
RCRA, the OSH Act, parts of the Clean Air Act and parts of the Clean Water Act
are enforced by local or state authorities instead of by the EPA, and in some
states those laws are enforced jointly by state or local and federal
In many states, public authorities regulate the rates that landfill
operators may charge. The rates that Waste Connections may charge at the
Fairmead Landfill for the disposal of municipal solid waste are regulated by the
Madera County Board of Supervisors. The adoption of rate regulation or the
reduction of current rates in states in which Waste Connections owns or operates
landfills could adversely affect our business, financial condition and operating
Solid waste collection services in all unincorporated areas of
and in electing municipalities in Washington are provided under G certificates
awarded by the WUTC. The WUTC also sets rates for regulated solid waste
collection services in Washington.
Waste Connections maintains environmental and other risk management
programs appropriate for our business. Our environmental risk management program
includes evaluating existing facilities and potential acquisitions for
environmental law compliance. We do not presently expect environmental
compliance costs to increase above current levels, but we cannot predict whether
future acquisitions will cause such costs to increase. We also maintain a worker
safety program that encourages safe practices in the workplace. Operating
practices at all Waste Connections operations emphasize minimizing the
possibility of environmental contamination and litigation. Our facilities comply
in all material respects with applicable federal and state regulations.
We carry a broad range of insurance, which our management considers
adequate to protect our assets and operations. The coverage includes general
liability, comprehensive property damage, workers' compensation and other
coverage customary in the industry. These policies generally exclude coverage
for damages associated with environmental conditions. Because of the limited
availability and high cost of environmental impairment liability insurance, and
in light of our limited landfill operations, we have not obtained such coverage.
If Waste Connections were to incur liability for environmental cleanups,
corrective action or damage, our financial condition could be materially and
adversely affected. We will continue to investigate the possibility of obtaining
environmental impairment liability insurance, particularly if we acquire or
operate landfills other than the Fairmead Landfill, the Red Carpet Landfill and
the Butler County Landfill. We believe that most other landfill operators do not
carry such insurance.
Municipal solid waste collection contracts may require performance bonds
or other means of financial assurance to secure contractual performance. Certain
environmental regulations also require demonstrated financial assurance to meet
closure and post-closure requirements for landfills. We have not experienced
difficulty in obtaining performance bonds or letters of credit for our current
operations. At January 29, 1999, we had provided customers and various
regulatory authorities with surety bonds and letters of credit in the aggregate
amount of approximately $2.0 million to secure our obligations. Our credit
facility provides for the issuance of letters of credit in an amount up to $15
million, but any letters of credit issued reduce the availability of borrowings
for acquisitions and other general corporate purposes. If we were unable to
obtain surety bonds or letters of credit in sufficient amounts or at acceptable
rates, we could be precluded from entering into additional municipal solid waste
collection contracts or obtaining or retaining landfill operating permits.
At March 15, 1999, we employed approximately 900 full-time employees,
including approximately 40 persons classified as professionals or managers,
approximately 730 employees involved in collection, transfer, disposal and
recycling operations, and approximately 100 sales, clerical, data processing or
other administrative employees.
Approximately 67 drivers and mechanics at our Vancouver, Washington
operation are represented by the Teamsters Union, with which Browning-Ferris
Industries of Washington, Inc., Waste Connections' predecessor in Vancouver,
entered a four-year collective bargaining agreement in January 1997.
Approximately 11 drivers at Arrow are currently represented by the Teamsters
Union, with which Arrow entered a three-year collective bargaining agreement in
March 1998. Approximately 46 drivers at Murrey's Disposal Company and American
Disposal Company are represent by the Teamsters Union, with which those
companies entered into a three-year collective bargaining agreement in June
1996. We are not aware of any other organizational efforts among our employees
and believe that our relations with our employees are good.


text:
Home : Brands : H2O Plus : H2O Plus Toners and Clarifiers :
Water plays an integral role in helping Mother Nature remain balanced. When the sky becomes saturated with water, it rains, filling our oceans and providing moisture that sustains plant and animal life. Once the rain stops, water gradually evaporates from the land and from the surface of the ocean, refilling the air, so that the rain can fall again. Like the Earth, your skin needs to stay perfectly moisture-balanced to remain healthy and beautiful. H2O Plus Toners And Clarifiers Products use extracts from real seawater to help you adjust the moisture content of your skin and keep it within ideal ranges each and every day.
With each application, the vital nutrients found in the H2O Plus Toners And Clarifiers Products correct the pH of your tissue, helping to prevent both excessive oil production and dehydration. Easy to use and incredibly refreshing, the toning formulas are gentle on the skin and contain ingredients that protect the complexion from damage. Shop the H2O Plus Toners And Clarifiers Products collection today to find the right solution from the ocean to re-balance your skin.
To add one or more items to your bag, check the box to the left of each desired
item and then click the "Add to Bag" button at the top or bottom of the page. Items
are listed in SKU number order.
Keep your skin healthy, properly hydrated and free of an oily shine by using one of the H2O Plus Toners And Clarifiers Products every day.
The H2O Plus Marine Toner is the perfect follow-up to cleansing and helps remove impurities that are missed by cleansers. The blend of natural ingredients found in the toner dissolves oil and liberates dirt from the pores. Free of alcohol, the toner will not dry out the skin, even as it normalizes the skin's oil content. In fact, the toner contains marine extracts like sea lettuce and sea fennel, which help the skin hold onto moisture. As a result, this toner for oily and combination skin reduces shininess and purifies the pores while fighting the dehydration that often accompanies treatment for excessive oil production. Pro-vitamin B and allantoin complete the formula and protect the complexion.
The H2O Plus Oasis Mist is a quick pick-me-up for oily and combination skin. The lightweight mist is incredibly refreshing and easy to apply, making it perfect for use mid-day at the office to fight shine and that feeling of greasiness that can develop as the day goes on. Extracts from himanthalia, spirulina and nori are found in the formula and work to balance the skin while treating the complexion to vital nutrients that tone and firm the tissue. These anti-aging seaweed extracts have the ability to lessen the appearance of fine lines and wrinkles with regular use. The formula also contains antioxidant vitamins A, C and E.


text:
|Episode Info
Episode number: 1x15
Airdate: Friday March 30th, 2012
Director: Rob Bailey
Writer: Jim Kouf, David Greenwalt
Alternate Airdates:
Bree Turner
As Rosalee Calvert
Claire Coffee
As Adalind Schade
Robert Blanche
As Franco
Danny Bruno
As Bud
Randy Schulman
As Freddy Calvert
Casey Vann
As Cecil
Paul Glazier
As Clint Vickers
Sean Cook (2)
As Joshua Hall
David Giuntoli
As Det. Nick Burkhardt
Russell Hornsby
As Lt. Hank Griffin
Bitsie Tulloch
As Juliette Silverton / Eve
Silas Weir Mitchell
As Monroe
Sasha Roiz
As Captain Sean Renard
Reggie Lee
As Sgt. Andrew Wu
|Song Title
|Played When
|Massive Attack
|Nick and Monroe investigate the Trauminsel
|• Creator
|Jim Kouf  | David Greenwalt  | Stephen Carpenter
|• Executive Producer
|Norberto Barba  | Jim Kouf  | David Greenwalt  | Todd Milliner  | Sean Hayes (2)
|• Co-Executive Producer
|Jose Molina  | Dan E. Fesman
|• Supervising Producer
|Alan DiFiore
|• Producer
|Steve Oster  | Cameron Litvack
|• Consulting Producer
|Richard Hatem
|• Associate Producer
|Bettina Zachariah Treviranus
|• Production Designer
|Craig Stearns
|• Editor
|George Pilkinton
|• Casting
|Judith Sunga  | Donna Rosenstein
|• First Assistant Director
|Charles Touhey
|• Second Assistant Director
|Jason Ruffolo
|• Costume Designer
|Alexandra Welker
|• Location Manager
|Katie Rasmussen
|• Production Assistant
|Nicholas Hanson  | Kitty Norton  | Kimberly Hill (2)  | Nick Peet  | Leroy Metcalf
|• Production Sound Mixer
|Tyler B. Stephens
|• Script Supervisor
|Yona Prost
|• Script Coordinator
|Sean Calder
|• Assistant Editor
|Revis Meeks
|• Supervising Sound Editor
|Susan Cahill
|• Director of Photography
|Eliot Rockett
|• Post Production Coordinator
|Jason Chu
|• Main Title Design
|Tony Meister  | Kevin Vaisman
|• "A" Camera Operator
|Tim Spencer
|• "B" Camera Operator
|Nils Benson
|• Final Colorist
|Charlotte Grau
|• ADR Voice Casting
|Georgia Simon


text:
Child Soldiers Global Report 2004 - Guinea
|Child Soldiers International
|Publication Date
|Cite as
|Child Soldiers International, Child Soldiers Global Report 2004 - Guinea, 2004, available at: http://www.refworld.org/docid/49880658c.html [accessed 25 May 2016]
|This is not a UNHCR publication. UNHCR is not responsible for, nor does it necessarily endorse, its content. Any views expressed are solely those of the author or publisher and do not necessarily reflect those of UNHCR, the United Nations or its Member States.
Republic of Guinea
Covers the period from April 2001 to March 2004.
Population: 8.4 million (4.2 million under 18)
Government armed forces: 9,700
Compulsory recruitment age: 18 (but not enforced in practice)
Voluntary recruitment age: 18
Voting age: 18
Optional Protocol: not signed
Other treaties ratified (see glossary): CRC, GC AP I and II, ICC, ILO 138, ILO 182; ACRWC
Children as young as 15 were recruited to government militias in 2001 and 2002. By 2004 most members were over 18. Guinea provided support to a Liberian armed political group, Liberians United for Reconciliation and Democracy (LURD), which recruited children in Guinea, often forcibly. The Sierra Leonean armed group, the Revolutionary United Front (RUF), reportedly abducted Guinean children. Programs for the demobilization and reintegration of child soldiers began in December 2002.
Despite being gravely ill, incumbent President Lansana Conté contested and won presidential elections in December 2003 that were reportedly rigged and were boycotted by opposition parties. The European Union refused to monitor or fund parliamentary or presidential elections, in anticipation of large-scale irregularities. In November 2003 suspected government opponents in the armed forces and civilians were arrested following rumours of an attempted coup.1 A number of violent demonstrations took place during 2003, largely in protest at price increases.
Tens of thousands of refugees fleeing conflicts within the region continued to arrive in Guinea, which by March 2004 was hosting about 110,000, most from Liberia. Other refugees and over 100,000 Guineans in Côte d'Ivoire were forced by violence and fear of persecution to seek safety in Guinea in 2003.2 The rights of refugees were not respected.3
The use of Guinea as a rear base by Sierra Leonean and Liberian armed political groups, and Guinea's involvement in conflicts in the region, led to ever-widening recruitment of child soldiers and the proliferation of small arms. Human rights groups and others, including the UN Panel of Experts on Liberia, frequently reported on the support given to LURD by the Guinean authorities and military. Guinea repeatedly denied that it was a supply route for arms in violation of the UN arms embargo against Liberia.4 The Panel accused LURD of recruiting in Guinea and other countries, and expressed concern at the link between arms trafficking and the diamond trade.5 In May 2003 the Liberian authorities and fleeing civilians reported that Guinean troops were fighting alongside LURD in Liberia, an accusation denied by the Guinean authorities.6
Guinean peacekeepers in Sierra Leone allegedly facilitated the flow of weapons to LURD in early 2003. In mid-2003, munitions imported by Guinea from Iran were forwarded to LURD. In 2002, weapons that Guinea had received from the United Arab Emirates were also reportedly forwarded to LURD. Guinea received considerable US military aid despite its support for LURD and its involvement in the region's conflicts,7 and in May 2003, one month before LURD's attack on the Liberian capital Monrovia, despite Guinean support of LURD which was well documented including by the UN Panel of Experts, the UN Security Council under US pressure refused to extend the arms embargo to Guinea. The deliberate blindness of the international community to Guinean support and hosting of LURD was a major factor in the recruitment of child soldiers and forcing of girls into sexual servitude in both Liberia and Guinea.8 Only in August 2003, after LURD had reached Monrovia, with weapons supplied by Guinea, did the US authorities officially ask Guinea to end its support for LURD.9
In several instances RUF fighters abducted Guinean women and children and took them to Sierra Leone. Refugee camps in Guinea were also attacked by RUF fighters during 2002.10 RUF incursions in 2000 and 2001 caused between 150,000 and 180,000 people to be displaced.11
Guinea reportedly supported the Côte d'Ivoire government in its activities in opposition to Liberia. At the same time, Guineans were said to have joined armed opposition groups in Côte d'Ivoire.12 It was not known whether these groups included child soldiers.
National recruitment legislation and practice
The 1990 Loi fondamentale (constitution) states that international treaties take precedence over Guinean law. Under Order No. 072/PRG/SGG/90 of 25 June 1990, all Guinean citizens between the ages of 18 and 25 may be called to military service for 18 months (Article 1).13 While conscription is provided for in law there is no military service and conscription is enforced only in times of need.14
Guinean law and army regulations prohibit the recruitment of under-18s into the armed forces.
However, very few people have birth certificates, and under-18s may be recruited. In some cases, impoverished parents and community leaders reportedly encourage under-18s to apply to the armed forces.15
Child soldier use
From September 2000 to February 2001, up to 9,000 children and young adults responded to a patriotic appeal to defend Guinea against the increased threat from Sierra Leonean incursions and fighters. They were recruited into militias known as the Jeunes volontaires (Young Volunteers), operating under the Ministry of Defence. Militia members acted as lookouts, cooks and porters for the regular armed forces, helped clear the bush and took part in combat. Some were reported to be as young as 15 at the time of recruitment, although only a minority were still under 18 by March 2004.16 From 2002 onwards militia activities substantially decreased and by March 2004 militia members had largely returned home, been incorporated into the armed forces or demobilized.
Government support for LURD
As LURD's activities intensified in Liberia from 2002, it recruited children as young as 13 in refugee camps in Guinea and at the Guinean border, where they were conscripted with other refugees and forced to carry arms and ammunition from Guinea into Liberia. The Guinean military was largely complicit in this recruitment, although in some instances members of the Guinean security forces prevented it. Children as young as ten years old carried LURD commanders' personal belongings or other provisions back to Liberia from Guinea. Adolescent girls were reported to have been forcibly taken from refugee camps, raped or kept as sex slaves and later returned to the camps.17 LURD was reported to have placed family members in Kouankan, Guinea's largest refugee camp, where it maintained an openly armed presence and it continued to return there for rest and recreation, stocks and new recruits.18
LURD child soldiers, often under the influence of drugs given them by their commanders, witnessed and participated in killings and rapes of civilians in Liberia. In June 2003 LURD pledged to end the recruitment of child soldiers and demobilize those in its ranks, but appeared to take no action to this end.19 At the end of March 2004 LURD was reported to be present in Kouankan camp and in Nzerekore and Macenta towns, and still recruiting child refugees.20
Disarmament, demobilization and reintegration (DDR)
In November 2003 some 2,000 Guinean child soldiers, believed to include about 400 girls and child soldiers returning from Liberia, were estimated to require demobilization and reintegration.21
In March 2004 UNICEF reported that 348 Young Volunteers had finished their vocational training as part of a demobilization and reintegration program. A further 6,200 Young Volunteers, many of whom had been recruited as children, had been identified in military garrisons across the country, largely posted at roadblocks. Despite the risk of their recruitment into armed political groups in the region or their potentially destabilizing role within Guinea, a program for their demobilization and reintegration had not been implemented due to lack of funds. Other Young Volunteers had reportedly left the militia or joined armed political groups within the region.22 Training had taken place for officers and local leaders on the Optional Protocol with the aim of preventing further recruitment of children, leading to the creation of a child protection committee in each of the country's four military regions. UNICEF expressed concern that under-funding could jeopardize the program.23
* see glossary for information about internet sources
1 Fédération internationale des ligues des droits de l'Homme (FIDH), Guinée: Une démocratie virtuelle, un avenir incertain, No. 386, April 2004, http://www.fidh.org.
2 UNICEF, Guinea donor update, 8 March 2004, http://www.reliefweb.int.
3 Amnesty International Report 2003, http://web. amnesty.org/library/engindex.
4 Report of UN Panel of Experts on Liberia, UN Doc. S/2003/498, 24 April 2003, http://www.un.org/documents.
5 Report of UN Panel of Experts on Liberia, UN Doc. S/2002/470, 19 April 2002.
6 Alphonso Toweh, "Liberia says Guinean troops join rebels in battle", Reuters, 19 May 2003.
7 Human Rights Watch (HRW), Weapons sanctions, military supplies and human suffering: Illegal arms flows to Liberia and the June-July 2003 shelling of Monrovia, Briefing Paper, 3 November 2003, http://www.hrw.org.
8 Confidential source, Guinea, June 2004.
9 International Crisis Group (ICG), Guinée: Incertitudes autour d'une fin de régne, Africa Report No. 74, 19 December 2003; Liberia: Security challenges, Africa Report No. 71, 3 November 2003, http://www.crisisweb.org.
10 Amnesty International Report 2002, Sierra Leone.
11 Confidential source, Guinea, May 2004.
12 ICG, Guinée: Incertitudes autour d'une fin de régne, op. cit.
13 The question of conscientious objection to military service, Report of the UN Secretary-General to UN Commission on Human Rights, UN Doc. E/CN.4/1997/99, 16 January 1997, http://www.ohchr.org. Other sources state that military service lasts for 24 months.
14 Confidential source, Guinea, May 2004.
15 Confidential source, Guinea, May 2004.
16 Confidential source, Guinea, May 2004.
17 IRIN, "Liberia: Preparing for the transition from war to normal life", 12 December 2003, http://www.irinnews.org; HRW, Liberian refugees in Guinea: Refoulement, militarization of camps, and other protection concerns, November 2002.
18 Confidential source, Guinea, May 2004.
19 HRW, How to fight, how to kill: Child soldiers in Liberia, February 2004.
20 Confidential source, Guinea, May 2004.
21 UNICEF, A window on West Africa's war-weary children, 4 November 2003.
22 Confidential source, Guinea, May 2004.
23 UNICEF, Guinea donor update, op. cit.


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The first snowfall of the year over this weekend propmpted me to remember the good times of June. In this part of the world June is full of anticipation and promise for cyclists. Oh sure, we may have been cycling since early April, but many times it would have been with leg warmers, booties, fleecy jersey, jacket, full gloves, etc. By June, we can be riding consistently with shorts and short-sleeved jerseys. The world turns from brown and grey, the birds are busy making and raising baby birds, and the spring flowers appear.
No road bike; there will be no pavement on this ride:
The roads in June are lined with daisy-like flowers:
Looking up is just as interesting...
...as looking down:
We have a few of weeks of flowers in the fields:
A sweeping view over Brome Lake to Bromont, the site of World Cup mountain bike events:
On the trail section of the ride I may or may not have fallen when I went through this muddy rut. Okay, I fell, but I made it through the rut and then went down on the far side of it:
More of the fun and dirty stuff:
Ahh...this is better: