Vermont Receives $9 Million Grant to Support State’s Youth in Transition EffortsWaterbury, Vt.- Governor Jim Douglas today announced that Vermont will receive over $9 million to support youth in transition through a Children’s Mental Health Initiative (CMHI) grant from the Substance Abuse and Mental Health Administration (SAMHSA).Governor Douglas said the six-year grant is meant to promote the development of integrated home and community-based services and supports for transition age youth (aged 16-22) with serious emotional disturbances, and their families.”Ensuring that young Vermonters have access to services that enable them to become self-sufficient, contributing members of society is of critical importance to my administration. I was very pleased to sign the Youth in Transition Act into law over a year ago, which provides key supports to at-risk transition-age youth until their 22nd birthday,” said Governor Jim Douglas. “This federal funding will be invaluable in our efforts as we continue to strengthen our support network for all transition age youth, particularly those with severe emotional disturbances currently served by the Agency of Human Services.”This CMHI grant will enable Vermont’s Act 264 State and Local Interagency Teams to build upon the successful Jump on Board for Success (JOBS) supported employment program, using it as a foundation for engaging transition-aged youth through teen centers, recovery centers, homeless youth programs, and at critical intervention points within the juvenile and criminal justice systems.”Our Agency is aggressively enhancing our efforts to best serve transition-age youth, including expanding Vermont youth capacity at Northlands Job Corps and coordinating the efforts of our Department for Children and Families’ Family Services Division and community partners to expand appropriate services,” said Cynthia D. LaWare, Secretary of AHS. “Through this grant, we will significantly increase community-based supports to ensure more transition age youth are actively and productively engaged in their communities and free from incarceration.”Vermont data indicates clear correlations between youth with disabilities (such as those with severe emotional disturbance) and lower rates of high school graduation, higher rates of incarceration and less access to higher education opportunities. To better serve these youth, the Agency of Human Services created a Youth in Transition Leadership Team in 2007 to design a comprehensive, one agency approach to integrate all AHS efforts to meet the needs of this population.###
Month: January 2021
Casella Waste Systems, Inc. Announces Second Quarter Fiscal Year 2009 ResultsRUTLAND, VT, Dec 03, 2008 (MARKET WIRE via COMTEX News Network) — Casella Waste Systems, Inc. (NASDAQ: CWST), a regional solid waste, recycling and resource management services company, today reported financial results for the second quarter of its 2009 fiscal year.Highlights of the quarter include:– Free cash flow* for the quarter was up $8.2 million over the sameperiod last year;– Operating income for the quarter was up 1.3 percent over same periodlast year; and– Solid waste operations continue to perform well through the economicslowdown, while the recycling group faces pressures from volatile commoditypricing.”Since the northeastern U.S. economy first began to slow in July 2006, we have taken steps to better position our business to perform well in this uncertain economic environment,” John W. Casella, chairman and CEO of Casella Waste Systems, said. “We continue to execute well against factors that we can control by combining our successful cost reduction initiatives from the past 18 months with operating programs that enhance productivity and asset utilization.””These efforts are currently offsetting economic pressures in our solid waste group, with performance in the quarter driven by increases in landfill volumes, improved operating performance of the hauling operations, and roll over impacts from the successful divestiture program of under-performing assets,” Casella said.”While it is difficult to fully assess the potential economic impacts from the financial market turmoil, the recession-resistant qualities of our integrated solid waste group will help our business maintain stability,” Casella said.”The global slowdown is negatively impacting recycling commodity pricing,” Casella said. “However, our commodity risk mitigation programs are dampening pricing exposure through the use of hedging agreements, floor price contracts, and long-term supply contracts with customers.”Second Quarter Financial ResultsFor the quarter ended October 31, 2008, the company reported revenues of $157.5 million, up $7.0 million, or 4.7 percent over the same quarter last year. The company’s net income available to common shareholders was $2.1 million or $0.08 per common share compared with net income of $2.8 million or $0.11 per common share in the same quarter last year.Operating income for the quarter was $16.0 million, up $0.2 million or 1.3 percent over the same quarter last year. Net cash provided by operating activities in the quarter was $19.4 million, compared to $15.1 million in the same quarter last year. The company’s earnings before interest, taxes, depreciation and amortization (EBITDA*) were $35.5 million, down $0.5 million or 1.4 percent over the same quarter last year. The company’s free cash flow for the quarter was $6.2 million, up $8.2 million over the same period last year.In early August 2008, the company ceased accepting waste at the Colebrook, NH landfill closure project, creating a negative $1.1 million EBITDA variance for the second quarter of fiscal year 2009 over the same period last year. Excluding the negative year-over-year impact of closing Colebrook, EBITDA for the quarter was up $0.6 million or 1.7 percent over the same quarter last year.Six Months Financial ResultsFor the six months ended October 31, 2008, the company reported revenues of $315.4 million, up 5.5 percent over the same period last year. The company’s net income per common share for the six month period was $0.17, compared to a net income per common share of $0.18 in the same period last year.Operating income for the six month period was $31.6 million, up $1.9 million or 6.4 percent over the same period last year. Net cash provided by operating activities for the six month period was $39.2 million, up $3.9 million compared to the same period last year. EBITDA was $70.5 million for the six month period, up $0.8 million or 1.1% from the same period last year. The company’s free cash flow for six months period was $4.4 million, up $5.5 million over the same period last year.Fiscal 2009 OutlookThe company said that its solid waste group continues to maintain a stable level of performance, while the recycling group faces pressures from softer commodity pricing. As expected in late October, commodity pricing continued to weaken during November and the company forecasts average commodity pricing to be down approximately 55 percent from our first quarter of fiscal year 2009 through the remainder of our fiscal year. The updated fiscal year 2009 guidance reflects continued weakness in commodity pricing and softening of economic conditions through the remainder of the fiscal year.The company has updated its guidance for fiscal year 2009 to the following ranges:– Revenues between $580.0 million and $600.0 million;– Free cash flow remaining constant at the original range of $8.0 millionto $14.0 million;– EBITDA between $120.0 million and $124.0 million; and– Capital expenditures between $65.0 million and $69.0 million.*Non-GAAP Financial MeasuresIn addition to disclosing financial results prepared in accordance with Generally Accepted Accounting Principles (GAAP), we also disclose free cash flow and earnings before interest, taxes, depreciation and amortization (EBITDA), which are non-GAAP measures.These measures are provided because we understand that certain investors use this information when analyzing the financial position of companies in the solid waste industry, including us. Historically, these measures have been key in comparing operating efficiency of publicly traded companies in the solid waste industry, and assist investors in measuring our ability to meet capital expenditures, payments on landfill operating lease contracts, and working capital requirements. For these reasons we utilize these non-GAAP metrics to measure our performance at all levels. Free cash flow and EBITDA are not intended to replace “Net Cash Provided by Operating Activities,” which is the most comparable GAAP financial measure. Moreover, these measures do not necessarily indicate whether cash flow will be sufficient for such items as capital expenditures, payments on landfill operating lease contracts, or working capital, or to react to changes in our industry or to the economy generally. Because these measures are not calculated by all companies in the same fashion, they may not be comparable to similarly titled measures reported by other companies.Casella Waste Systems, Inc., headquartered in Rutland, Vermont, provides solid waste management services consisting of collection, transfer, disposal, and recycling services primarily in the eastern United States.For further information, contact Ned Coletta, director of investor relations at (802) 772-2239, or visit the Company’s website at http://www.casella.com(link is external).The Company will host a conference call to discuss these results on Thursday, December 4, 2008 at 10:00 a.m. ET. Individuals interested in participating in the call should dial (877) 675-4751 at least 10 minutes before start time. The call will also be webcast; to listen, participants should visit Casella Waste Systems’ website at http://www.casella.com(link is external) and follow the appropriate link to the webcast. A replay of the call will be available on the company’s website, or by calling 719-457-0820 or 888-203-1112 (conference code #4859748), until 11:59 p.m. ET on Thursday, December 11, 2008.Safe Harbor StatementCertain matters discussed in this press release are “forward-looking statements” intended to qualify for the safe harbors from liability established by the Private Securities Litigation Reform Act of 1995. These forward-looking statements can generally be identified as such by the context of the statements, including words such as the company “believes,” “expects,” “anticipates,” “plans,” “may,” “will,” “would,” “intends,” “estimates” and other similar expressions, whether in the negative or affirmative. These forward-looking statements are based on current expectations, estimates, forecasts and projections about the industry and markets in which we operate and management’s beliefs and assumptions. We cannot guarantee that we actually will achieve the plans, intentions or expectations disclosed in the forward-looking statements made. Such forward-looking statements, and all phases of our operations, involve a number of risks and uncertainties, any one or more of which could cause actual results to differ materially from those described in our forward-looking statements. Such risks and uncertainties include or relate to, among other things: we may be unable to reduce costs or increase revenues sufficiently to achieve estimated EBITDA and other targets; landfill operations and permit status may be affected by factors outside our control, continuing weakness in general economic conditions and in the commodities markets and poor weather conditions may affect our revenues; we may be required to incur capital expenditures in excess of our estimates; and fluctuations in the commodity pricing of our recyclables may make it more difficult for us to predict our results of operations or meet our estimates. There are a number of other important risks and uncertainties that could cause our actual results to differ materially from those indicated by such forward-looking statements. These additional risks and uncertainties include, without limitation, those detailed in Item 1A, “Risk Factors” in our Form 10-K for the year ended April 30, 2008. We do not necessarily intend to update publicly any forward-looking statements whether as a result of new information, future events or otherwise, except as required by law. CASELLA WASTE SYSTEMS, INC. AND SUBSIDIARIES CONSOLIDATED STATEMENTS OF OPERATIONS Unaudited (In thousands, except amounts per share) Three Months Ended Six Months Ended ———————— ———————— October 31, October 31, October 31, October 31, 2007 2008 2007 2008 ———– ———– ———– ———–Revenues $ 150,483 $ 157,538 $ 299,009 $ 315,442Operating expenses: Cost of operations 95,621 103,728 192,525 208,170 General and administration 18,898 18,299 36,766 36,739 Depreciation and amortization 20,136 19,505 40,044 38,975 ———– ———– ———– ———– 134,655 141,532 269,335 283,884 ———– ———– ———– ———–Operating income 15,828 16,006 29,674 31,558Other expense/(income), net: Interest expense, net (1) 10,785 10,253 21,399 20,227 Loss from equity method investments 1,487 1,045 3,638 2,173 Other (income) expense 35 (64) (2,360) (152) ———– ———– ———– ———– 12,307 11,234 22,677 22,248 ———– ———– ———– ———–Income from continuing operations before income taxes and discontinued operations 3,521 4,772 6,997 9,310Provision (benefit) for income taxes (416) 2,706 714 5,023 ———– ———– ———– ———–Income from continuing operations before discontinued operations 3,937 2,066 6,283 4,287Discontinued Operations: Loss from discontinued operations, net of income taxes (2) (3) (4) (670) – (1,274) (11) Loss on disposal of discontinued operations, net of income taxes (2) (4) (437) – (437) (34) ———– ———– ———– ———–Net income available to common stockholders $ 2,830 $ 2,066 $ 4,572 $ 4,242 =========== =========== =========== ===========Common stock and common stock equivalent shares outstanding, assuming full dilution 25,652 25,745 25,592 25,720 =========== =========== =========== ===========Net income per common share $ 0.11 $ 0.08 $ 0.18 $ 0.17 =========== =========== =========== =========== ———– ———– ———– ———–EBITDA (6) $ 35,964 $ 35,511 $ 69,718 $ 70,533 =========== =========== =========== =========== CASELLA WASTE SYSTEMS, INC. AND SUBSIDIARIES CONDENSED CONSOLIDATED BALANCE SHEETS Unaudited (In thousands) April 30, October 31, ASSETS 2008 2008 ———– ———–CURRENT ASSETS: Cash and cash equivalents $ 2,814 $ 3,110 Restricted cash 95 96 Accounts receivable – trade, net of allowance for doubtful accounts 62,233 66,222 Other current assets 30,343 32,206 ———– ———–Total current assets 95,485 101,634Property, plant and equipment, net of accumulated depreciation 488,028 501,263Goodwill 179,716 179,930Intangible assets, net 2,608 2,680Restricted cash 13,563 13,602Investments in unconsolidated entities 44,617 41,832Other non-current assets 12,070 15,515 ———– ———–Total assets $ 836,087 $ 856,456 =========== =========== LIABILITIES AND STOCKHOLDERS’ EQUITYCURRENT LIABILITIES: Current maturities of long-term debt $ 2,758 $ 2,002 Accounts payable 51,731 47,340 Other accrued liabilities 58,335 47,512 ———– ———–Total current liabilities 112,824 96,854Long-term debt, less current maturities 559,227 562,280Financing lease obligations – 11,674Other long-term liabilities 39,354 48,406Stockholders’ equity 124,682 137,242 ———– ———–Total liabilities and stockholders’ equity $ 836,087 $ 856,456 =========== =========== CASELLA WASTE SYSTEMS, INC. AND SUBSIDIARIES CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS Unaudited (In thousands) Six Months Ended ———————— October 31, October 31, 2007 2008 ———– ———–Cash Flows from Operating Activities:Net income $ 4,572 $ 4,242Loss from discontinued operations, net 1,274 11Loss on disposal of discontinued operations, net 437 34Adjustments to reconcile net income to net cash provided by operating activities – Gain on sale of equipment (418) (577) Depreciation and amortization 40,045 38,975 Depletion of landfill operating lease obligations 3,348 3,520 Income from assets under contractual obligation (1,367) (114) Preferred stock dividend 1,038 – Amortization of premium on senior notes (307) (331) Maine Energy settlement (2,142) – Loss from equity method investments 3,638 2,173 Stock-based compensation 505 954 Excess tax benefit on the exercise of stock options (16) (157) Deferred income taxes 691 4,647 Changes in assets and liabilities, net of effects of acquisitions and divestitures (15,988) (14,160) ———– ———– 29,027 34,930 ———– ———– Net Cash Provided by Operating Activities 35,310 39,217 ———– ———–Cash Flows from Investing Activities: Acquisitions, net of cash acquired (93) (458) Additions to property, plant and equipment – growth (7,965) (8,232) – maintenance (35,025) (29,964) Payments on landfill operating lease contracts (2,413) (1,825) Proceeds from divestitures – 670 Other 2,554 (1,501) ———– ———– Net Cash Used In Investing Activities (42,942) (41,310) ———– ———–Cash Flows from Financing Activities: Proceeds from long-term borrowings 221,605 60,000 Principal payments on long-term debt (149,468) (59,104) Redemption of Series A redeemable, convertible preferred stock (75,056) – Proceeds from exercise of stock options 286 1,289 Excess tax benefit on the exercise of stock options 16 157 ———– ———– Net Cash Provided by (Used in) Financing Activities (2,617) 2,342 ———– ———–Cash Provided by Discontinued Operations 51 47 ———– ———–Net increase (decrease) in cash and cash equivalents (10,198) 296Cash and cash equivalents, beginning of period 12,366 2,814 ———– ———–Cash and cash equivalents, end of period $ 2,168 $ 3,110 =========== =========== CASELLA WASTE SYSTEMS, INC. AND SUBSIDIARIES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS Unaudited (In thousands)Note 1: The Company’s Series A redeemable, convertible preferred stock (“Series A preferred”) contained a mandatory redemption provision effective August 11, 2007. As the Company did not anticipate that the Series A preferred would be converted to Class A Common Stock by the redemption date, the Company reflected the redemption value of the Series A preferred as a current liability. Consistent with this presentation, the Company recorded the Series A preferred dividend as interest expense in the three and six months ended October 31, 2007. The Series A preferred was redeemed effective August 11, 2007 at an aggregate redemption price of $75,057.Note 2: The Company divested its Buffalo, N.Y. transfer station, hauling operation and related equipment during the quarter ended October 31, 2007. The transaction required discontinued operations treatment under SFAS No. 144, therefore the operating results of these operations have been reclassified from continuing to discontinued operations for the three and six months ended October 31, 2007. For the three and six months ended October 31, 2007, the Company recorded a loss from discontinued operations (net of tax) of ($273) and ($810), respectively. For the three and six months ended October 31, 2007, the Company recorded a loss on disposal of discontinued operations (net of tax) of ($437).Note 3: The Company terminated its operation of MTS Environmental, a soils processing operation in the quarter ended April 30, 2008. The transaction required discontinued operations treatment under SFAS No. 144, therefore the operating results of this operation have been reclassified from continuing to discontinued operations for the three and six months ended October 31, 2007. For the three and six months ended October 31, 2007, the Company recorded a loss from discontinued operations (net of tax) of ($478) and ($650), respectively.Note 4: The Company divested its FCR Greenville operation in the quarter ended July 31, 2008. The transaction required discontinued operations treatment under SFAS No. 144, therefore the operating results of this operation have been reclassified from continuing to discontinued operations for the three and six months ended October 31, 2007. For the three and six months ended October 31, 2007 and 2008, the Company recorded a gain /(loss) from discontinued operations (net of tax) of $81, $0, $186 and ($11), respectively. For the six months ended October 31, 2008, the Company recorded a loss on disposal of discontinued operations (net of tax) of ($34).Note 5: Return on Net Assets, (RONA), is defined as twelve months of operating income (excluding all unusual or non-recurring items) divided by the average for the five quarter-ends, commencing on the day preceding such twelve-month period, of the sum of working capital (net of cash) plus the net book value of property, plant and equipment plus goodwill and net intangible assets.Note 6: Non – GAAP Financial MeasuresIn addition to disclosing financial results prepared in accordance with Generally Accepted Accounting Principles (GAAP), we also disclose earnings before interest, taxes, depreciation and amortization, (EBITDA) and free cash flow, which are non-GAAP measures.These measures are provided because we understand that certain investors use this information when analyzing the financial position of the solid waste industry, including us. Historically, these measures have been key in comparing operating efficiency of publicly traded companies within the industry, and assist investors in measuring our ability to meet capital expenditures, payments on landfill operating lease contracts and working capital requirements. For these reasons, we utilize these non-GAAP metrics to measure our performance at all levels. EBITDA and free cash flow are not intended to replace “Net cash provided by operating activities”, which is the most comparable GAAP financial measure. Moreover, these measures do not necessarily indicate whether cash flow will be sufficient for such items as working capital, payments on landfill operating lease contracts or capital expenditures, or to react to changes in our industry or to the economy generally. Because these measures are not calculated by all companies in the same fashion, they may not be comparable to similarly titled measures reported by other companies. Following is a reconciliation of EBITDA to Net Cash Provided by Operating Activities: Three Months Ended Six Months Ended —————— —————— October October October October 31, 31, 31, 31, 2007 2008 2007 2008 ——– ——– ——– ——–Net Cash Provided by Operating Activities $ 15,078 $ 19,430 $ 35,310 $ 39,217Changes in assets and liabilities, net of effects of acquisitions and divestitures 11,232 7,149 15,988 14,160Deferred income taxes 165 (2,212) (691) (4,647)Stock-based compensation (289) (565) (505) (954)Excess tax benefit on the exercise of stock options 16 126 16 157Provision (benefit) for income taxes (416) 2,706 714 5,023Interest expense, net 10,785 10,253 21,399 20,227Preferred stock dividend (113) – (1,038) -Amortization of premium on senior notes 156 167 307 331Depletion of landfill operating lease obligations (1,491) (1,797) (3,348) (3,520)Income from assets under contractual obligation 629 25 1,367 114Gain on sale of equipment 177 293 418 577Other (income) expense, net 35 (64) (219) (152) ——– ——– ——– ——–EBITDA $ 35,964 $ 35,511 $ 69,718 $ 70,533 ======== ======== ======== ======== CASELLA WASTE SYSTEMS, INC. AND SUBSIDIARIES Unaudited (In thousands) Following is a reconciliation of Free Cash Flow to Net Cash Provided by Operating Activities: Three Months Ended Six Months Ended —————— —————— October October October October 31, 31, 31, 31, 2007 2008 2007 2008 ——– ——– ——– ——–EBITDA $ 35,964 $ 35,511 $ 69,718 $ 70,533Add (deduct): Cash interest (14,471) (14,618) (19,154) (20,463) Capital expenditures (20,642) (15,767) (42,990) (38,196) Cash taxes (1,459) (13) (1,770) (258) Depletion of landfill operating lease obligations 1,491 1,797 3,348 3,520 Change in working capital, adjusted for non-cash items (2,886) (743) (10,303) (10,778) ——– ——– ——– ——–FREE CASH FLOW (2,003) 6,167 (1,151) 4,358Add (deduct): Capital expenditures 20,642 15,767 42,990 38,196 Other (3,561) (2,504) (6,529) (3,337) ——– ——– ——– ——–Net Cash Provided by Operating Activities $ 15,078 $ 19,430 $ 35,310 $ 39,217 ======== ======== ======== ======== CASELLA WASTE SYSTEMS, INC. AND SUBSIDIARIES SUPPLEMENTAL DATA TABLES (Unaudited) (In thousands)Amounts of the Company’s total revenues attributable to services providedare as follows: Three Months Ended Six Months Ended October 31, October 31, ——————- ——————- 2007 2008 2007 2008 ——— ——— ——— ———Collection $ 69,178 $ 70,094 $ 138,331 $ 141,422Landfill / disposal facilities 28,966 30,866 58,169 59,909Transfer 7,691 8,717 15,038 17,920Recycling 44,648 47,861 87,471 96,191 ——— ——— ——— ———Total revenues $ 150,483 $ 157,538 $ 299,009 $ 315,442 ========= ========= ========= =========Components of revenue growth for the three months ended October 31, 2008compared to the three months ended October 31, 2007: Percentage ———-Solid Waste Operations (1) Price 3.4% Volume -2.2% Commodity price and volume 0.2% ———-Total growth – Solid Waste Operations 1.4% ==========FCR Operations (1) Price 13.0% Volume 1.2% ———-Total growth – FCR Operations 14.2% ==========Rollover effect of acquisitions (2) 0.7%Total revenue growth (2) 4.7%(1) – Calculated as a percentage of segment revenues.(2) – Calculated as a percentage of total revenues.Solid Waste Internalization Rates by Region: Three Months Ended Six Months Ended October 31, October 31, —————— —————
Governor Douglas today congratulated AirBoss, a manufacturer of rubber protective gear, after they were authorized for over $243,000 in Vermont Employment Growth Incentives (VEGI). AirBoss plans to locate a manufacturing facility in Milton, Vermont and create over 30 jobs over the next two years. In April, Governor Douglas and a team of local, state and federal economic development officials met with AirBoss executives to outline a package of supports and incentives. In May, the company received Initial Approval of VEGI incentives. The state also committed employee training funds through the Vermont Training Program and help from the Procurement Technical Assistance Center. And at its recent meeting, the Vermont Economic Progress Council gave final approval to a VEGI application from AirBoss Defense for incentives totaling up to $243,279. “I am pleased to welcome AirBoss to Vermont,” Governor Douglas said. “While there is a lot more work to do to help our state rebound from this recession, this announcement is a small step in the right direction.”AirBoss-Defense is a world leader in the design, manufacture and sale of Chemical, Biological, Radiological, and Nuclear (CBRN) protective wear, including gloves, footwear and respiratory protection (gas masks). The company had considered several locations for their capacity expansion, including a facility in North Carolina.AirBoss made the decision to locate in Vermont and will open a 20,000 square foot facility, reutilizing a building in the Catamount Industrial Park. The company will invest close to $2 million in equipment and renovations and expects to start preliminary packing and shipping from the facility late this year. By early 2010, AirBoss intends to have four injection presses manufacturing CBRN gloves, creating between 20-30 jobs by 2011. “I am very pleased that AirBoss chose Vermont over other options,” the Governor said. “Programs like VEGI and the Vermont Training Program certainly make us more competitive and can mean the difference between an employer creating jobs in Vermont or elsewhere.”Under reforms proposed by Governor Jim Douglas in 2006 and passed by the General Assembly, the VEGI economic incentives are authorized based on potential job creation and capital investments that must occur before the company earns the incentives and then the company receives incentive installments over a period of years. Companies are eligible to earn the job creation incentives only if they meet and maintain payroll, employment and capital investment targets each year.The Council approves applications after reviewing nine program guidelines and applying a rigorous cost-benefit analysis which show that because of the economic activity that will be generated by the projects, even after payment of the incentives the State will realize a minimum net increase in tax revenues. The Council also determines that the projects would not occur or would occur in a significantly different and less desirable manner if not for the incentives being authorized.The Vermont Economic Progress Council is an independent board consisting of nine Vermont citizens appointed by the Governor that considers applications to the state’s economic incentive programs. It is attached to the Vermont Agency of Commerce and Community Development, whose mission is to help Vermonters improve their quality of life and build strong communities.The company will partner with the Vermont Department of Labor to hold a job fair at their Burlington office on Tuesday, October 6, 9:30 a.m. to 3 p.m. and Wednesday, October 7, 9:30 a.m. to 2:00 p.m. For information on the job fair, contact Melanie Langevin, Vermont Department of Labor Burlington Office: email@example.com(link sends e-mail) or (802)524-7932, or Mrs. Barbara Lee, Human Resources Manager, AirBoss Defense, firstname.lastname@example.org(link sends e-mail). www.airbossofamerica.com(link is external)Source: Governor’s office. 9.25.2009 ###
This year, Bruegger’s also asked its guests where they most enjoy their treats. The round up:Back at the office: 31.8 percentAt home: 21.3 percentAt Bruegger’s, with family or friends: 13.8 percent and 12.9 percent, respectively.In the car, during my commute: 11.9 percentTaking advantage of the free Wi-Fi at Bruegger’s: 8.3 percent Bruegger’s Bagels, Inc,Tuesday, February 8th, Burlington-based Bruegger’s Bagels, with 300 locations across the US, will celebrate National Bagel Day by offering three free bagels to its guests. (A coupon is required and can be accessed by “liking” Bruegger’s Facebook page.)Along with National Bagel Day (celebrated nationally on February 9), the month also marks Bruegger’s anniversary. In February 1983, it opened its first bakery in Troy, New York, offering fresh-baked bagels all day. To bring attention to the month – and delicious, fresh-baked bagels – Bruegger’s asked more than 150,000 bagel fans, through email and Facebook, to name their favorite bagel combinations and where they like to eat the perfect, fresh-from-the-oven delight. Bagel fans clamored to offer their opinion (and get a coupon!) — nearly 40,000 bagel-lovers responded to the survey and Bruegger’s Facebook page added thousands of fans. Survey results are below.In the category of favorite bagel flavor, for the second year in a row, the Everything bagel was the winner edging out the Asiago Parmesan bagel by a slight margin. The stats:Everything Bagel: 36.3 percent of respondents chose this flavor as their favorite.Asiago Parmesan: 35.6 percent like it cheesy.Cinnamon-Raisin: 23.5 percent of respondents like it fruity.Cinnamon-Sugar: 21.7 percent like it sweet.Plain: 20.9 percent of respondents are purists.Sesame: 19.9 percent of respondents liked bagels on the seedy side.In the category of favorite bagel topping, the winners are:Plain cream cheese: 24.6 percent like it plain.Light cream cheese: 18.9 percent keep it light.Honey walnut cream cheese: 16.4 percent were nutty for honey walnut.Butter: 15.5 percent want to ‘stick’ to the basics.Garden Veggie: 12.8 percent like to eat their veggies. “Today, Bruegger’s offers many delicious breakfast and lunch options,” said James Greco, Bruegger’s CEO. “But we still take pride in making fresh-baked bagels all day, every day, and are pleased to share the centuries-old, time-tested tradition with our guests.”In 2010, Bruegger’s sold 89 million bagels. Topping all those bagels was more than 2.6 million pounds of cream cheese. Nationally, Americans eat an estimated 3 billion bagels annually, an average of about 11 per person, according to the New York Times. Bruegger’s is also credited with creating the world’s largest bagel on August 27, 2004. The oversized bagel weighed in at 868 pounds and required 1,100 pounds of dough, 900 gallons of water and a bake time of 10 hours.About Bruegger’s Enterprises, Inc.Bruegger’s Enterprises, Inc., an affiliate of Sun Capital Partners, Inc., is a leader in the fast casual restaurant segment. In 300 locations in 26 states, the District of Columbia and Toronto, Bruegger’s is famous for genuine New York-style bagels baked fresh throughout the day. Guests can also chose a variety of menu items that include unique cream cheese flavors, breakfast sandwiches, hand-tossed salads, hearty soups, sandwiches, panini and desserts, with a frequently changing menu reflecting seasonal and geographical specialties. Founded in 1983, Bruegger’s is headquartered in Burlington, Vermont and supports its neighbors in every community it serves. For more information, please visitwww.brueggers.com(link is external) or become a fan on Facebook at www.facebook.com/brueggers(link is external).This press release was issued through 24-7PressRelease.com. For further information, visithttp://www.24-7pressrelease.com(link is external).SOURCE Bruegger’s BURLINGTON, Vt., Feb. 7, 2011 /PRNewswire/ —
### The US Department of Education today announced that the Vermont Family Network will receive $189,052 in a special education Parent Training and Information Center (PTI) grant to help parents ensure that their children receive a free, appropriate public education as guaranteed by federal law. The Education Department will award a total of $5.3 million for 2011 to operate 19 special education PTI centers in 13 states and Puerto Rico. ‘Parent Centers help families better understand their child’s disability and can often connect them to important local, state and national resources,’ said U.S. Secretary of Education Arne Duncan. ‘These centers will play a vital role in empowering parents and families to learn about appropriate early interventions and special education services.’ Parent information centers provide parents with the training and information they need to work with special education professionals in meeting the early intervention and special needs of children with disabilities. Many parent information centers work closely with state and local school systems to engage parents in working collaboratively to improve outcomes for students with disabilities. For a list of Education Department-funded special education parent information and training centers, visit www.parentcenternetwork.org(link is external). The following is a list of the grants the Department announced and the states or audience that they will serve, including the contact information for the local project directors and the amount of each award: Parent Training and Information Centers: · AK ‘ Stone Soup Group, Kelly Donnelly, email@example.com(link sends e-mail), $263,115· AL ‘ Alabama Parent Education Center, Jeana Winter, firstname.lastname@example.org(link sends e-mail), $291,281· CO ‘ PEAK Parent Center, Julie Harmon, Jharmon@peakparent.org(link sends e-mail), $279,445· FL Region 1 ‘ Florida Network on Disabilities, Nicole Brown, Nicole@fndfl.org(link sends e-mail), $169,645· FL Region 2 ‘ Central Florida Parent Center, Eileen Gilley, Eileen@cflparents.org(link sends e-mail), $491,973· FL Region 3 ‘ Florida Network on Disabilities, Margarita Montalvo, email@example.com(link sends e-mail), $330,801· KY ‘ Kentucky Special Parent Involvement Network, Paulette Logsdon, firstname.lastname@example.org(link sends e-mail), $258,607· MD ‘ The Parents’ Place of Maryland, Josie Thomas, email@example.com(link sends e-mail), $319,295· ME ‘ Maine Parent Federation, Janice LaChance, firstname.lastname@example.org(link sends e-mail), $188,545· ND ‘ Pathfinder Parent Center, Cathy Haarstad, email@example.com(link sends e-mail), $204,947· NE ‘ PTI Nebraska, Glenda Davis, firstname.lastname@example.org(link sends e-mail), $224,894· NV ‘ Nevada P.E.P., Karen Taycher, email@example.com(link sends e-mail), $202,813· NY Region 1 ‘ Advocates for Children of New York, Anna Espada, firstname.lastname@example.org(link sends e-mail), $210,813· NY Region 1 ‘ Resources for Children with Special Needs, Rachel Howard, email@example.com(link sends e-mail), $210,813· NY Region 1 ‘ Singeria, Godfrey Rivera, firstname.lastname@example.org(link sends e-mail), $210,813· NY Region 2 ‘ The Advocacy Center, Barb Klein, email@example.com(link sends e-mail), $524,874· PR ‘ APNI, Mariel Cabrera, firstname.lastname@example.org(link sends e-mail), $271,950· VT ‘ Vermont Family Network, Christine Kilpatrick, email@example.com(link sends e-mail), $189,052· WI ‘ Wisconsin FACETS, Jan Serak, firstname.lastname@example.org(link sends e-mail), $438,408
Vermont Technical College will open its state of the art clinical learning and simulation center at its Brattleboro campus on Thursday. The additional 1,000 square feet of educational space is possible thanks to a $600,000 grant awarded to VTC through the efforts of Senator Patrick Leahy.Clifford LaPlante, nursing site director of the Brattleboro campus, is pleased and grateful for the new addition, “It enhances the entire educational experience. We can now teach things we wouldn’t otherwise be able to.”LaPlante, who has been a registered nurse for 34 years, has noticed a continual state of growth in VTC’s nursing programs since his arrival nearly 7 years ago. “One of the things that struck me about the nursing department and the college almost immediately was that the nursing department has this desire for continuous quality improvement. It’s constantly looking at student evaluations, at the many facets of the program, and at all the data, and constantly examining and reexamining everything. And no matter how good the numbers are, or how good the evaluation is, the question is always the same: ‘How can we do it just a little bit better?'”One way the college hopes to do things a little bit better is through “simulation technology”. Simulators are very high-tech, life-like mannequins designed to do just about everything a real person can do, including breathe, talk and give birth.Through the use of simulation technology, the college’s nursing faculty will be able to train students to handle just about any situation. “VTC has always had a basic skill lab where first year nursing students learn very basic nursing skills,” LaPlante said, “but these high fidelity simulators will put students in situations they should know and experience, but may not have to deal with every day. We call these ‘high risk – low incidence’ situations, for example, a patient having a heart attack. It’s hard to train for this sort of thing because people don’t have heart attacks on cue.”Those in attendance for the ribbon cutting ceremony will include Dr. Philip Conroy, VTC’s new president, as well as cabinet members and local leaders in nursing education. The event, which is meant to be a social occasion as well as a demonstration in cutting edge technology, will be an opportunity to acknowledge everybody’s hard work and Vermont Tech’s continued commitment to the nursing programs. LaPlante, who will be the master of ceremonies, is proud of the hard work he and the rest of the nursing faculty do on a day-to-day basis to ensure the nursing program’s high standards.”I think Vermonters should know that it’s a very high quality program, and they’re very fortunate, I think, to have it to improve the quality of healthcare in Vermont.”About VTC’s Nursing ProgramsThe curriculum for the preparation of both Practical Nurses and associate’s degree Registered Nurses is built upon the foundational concepts of Dorothea Orem and eight outcomes that are prominent in each nursing course. These include nursing process; scientific principles; communication theory; ethical and legal principles; an understanding of the nursing role as a member of an interdisciplinary team; an understanding of the role of the provider of care; teaching and learning principles; and responsibility for accountability and self-growth.About Vermont Technical CollegeFounded in 1866, Vermont Technical College is a public, coeducational, undergraduate institution offering more than 25 bachelor’s and associate degree programs. Vermont Tech currently enrolls approximately 1,650 students. www.vtc.edu(link is external).
The remnants of Hurricane Irene have moved out of Vermont, but not before washing dozens of utility poles and roads away and leaving Central Vermont Public Service with an army of workers unable to access thousands of customers in need. CVPS says recovery will entail a monumental effort due to closed bridges and washouts not seen in generations. More than 55,000 customer outages resulted from the storm, with 37,500 still without service as of 7 am. Photos of Route 4 east of Rutland by Steve Costello, CVPS ‘We have a tremendous roster of workers to assist us, but this will be one of the most challenging recovery efforts any of us has ever lived through,’ said Joe Kraus, senior vice president for engineering, operations and customer service. Kraus, who started his career at CVPS in 1980, said hundreds of crews from as far away as Illinois, Missouri, Texas and Ontario would assist CVPS’s crews, but no one at the company has faced infrastructure damage like this before. ‘We are in uncharted territory,’ Kraus said. ‘In many places, we can’t even get to the damage. It is impossible to say how long it will take to restore power to all customers, but many areas are totally inaccessible, roads are gone, and in some cases, it could take weeks. In areas that we can get to, restoration will likely take days.’ Kraus said it was impossible to provide any kind of reliable restoration estimates at this time but customers should be prepared for extended outages. ‘Until roads are rebuilt and bridges reopen, we will be unable to get into hundreds of neighborhoods and hamlets, particularly in central and southern Vermont,’ Kraus said. ‘While we will work to restore service as quickly as possible, we urge customers to take every precaution to stay safe: stay away from downed power lines and anything in contact with them. Keep children and pets away.’ A half-dozen substations were submerged in flood waters. Each will have to be inspected in detail, and electric tests will be required in some cases before they can be put back into service. Kraus said CVPS and other utilities would work closely with state emergency management officials to stay abreast of road openings and make repairs as quickly as possible. On Sunday, many CVPS workers were stranded by rising waters. Some crews had to spend the night in local offices, and other workers in southern Vermont were invited to spend the night with customers after they were trapped by flooding. ‘I’ve seen the most high-water flooding I’ve ever seen, and I hope I never see anything like this ever again,’ Operations Supervisor Chris Gandin said. Hurricane Irene brought widespread devastation to roads, bridges, private property and utility systems, presenting enormous challenges but also bringing out the best in many Vermonters. Following are several stories from the storm. The true force of natureIn Taftsville, on the edge of Woodstock, the Ottauquechee River hammered part of a CV hydro station building and devastated controls for local distribution and transmission lines. ‘The upstream wall of the powerhouse was washed away, and that’s just the tip of the iceberg,’ said Greg White, CV’s director of engineering and system operations. ‘There is significant water damage. We’ll have to replace equipment and rebuild it. ‘And this story is being replayed in several substations, including the Brownsville Sub, which serves the West Windsor and Reading areas, Rochester Sub, which serves Rochester, and the Windsor Sub, which serves Windsor and Weathersfield. ‘The true force of nature has been displayed, and it is enormous,’ White said. ‘You can’t get there from here’Dave Miller, operations supervisor in CVPS’s Brattleboro office, said the loss of roads in Windham County presented enormous frustration for workers. ‘‘We can’t get there from here’ is the new catchphrase,’ Miller said. ‘It’s very frustrating. The guys want to get everyone back on as quickly as they can, but they simply can’t get to them because the roads are gone.’ In some cases, workers became trapped as high water isolated them in the field. A tree crew working Sunday on Hogback Mountain got trapped after washouts and high water cut off all escape routes, and a utility worker in Shrewsbury was also stranded when surrounding roads were washed away. Two workers spent the night with customers after high water prevented them from leaving the area where they had been working. ‘That’s Vermont for you,’ spokesman Steve Costello said. ‘Disasters seem to bring out the best in people here.’ Mind-boggling damageJeremy Baker, 40, a lifelong Vermonter and CV’s manager of preconstruction, said the scope of the damage left him shaken. Baker’s role in storm planning and recovery gives him a broad overview of the problems on the electrical system and with roads and bridges. He played a key role in the 2007 Nor’icane recovery, major ice storms and snow and wind events, but nothing compared to the intensity of damage he’s seen since Sunday. ‘It’s hard to wrap my head around the scale of the damage,’ Baker said. ‘I have never seen anything like this, even on a localized level. To see the damage reports in county after county and town after town, it’s mind-boggling.’‘Your heart breaks for these people’While utility crews are focused on the big picture and the nuts and bolts of power restoration, the impacts of the storm on individual customers is not lost on employees. Tim Upton, CV’s environmental affairs manager, said photos and film clips of customers’ flooded and destroyed homes affected him in ways he hadn’t expected. ‘On one hand, we’re completely focused on restoring power, but at the same time you’re seeing all kinds of sad situations, and you realize that for many Vermonters, being without service is the least of their problems,’ Upton said. ‘Your heart breaks for these people.’ Feeding and supplying an armyWhile CV’s orange and white trucks are the most visible aspect of the restoration effort, behind the scene a logistical operation worthy of the military is in place to support field workers. In fact, retired Vermont National Guard General Matt McCoy is CV’s logistics chief. McCoy and his team are responsible for feeding, housing and providing materials to hundreds of contract workers and CV staff during the restoration effort. Working out CV’s Systems building on Post Road in Rutland, the team oversees field food deliveries, hotel rooms and supplies ‘ all for field staff that are constantly on the move, often in places inaccessible from the outside. ‘Matt’s logistics background in the service gives us a huge leg up in trying to manage an often-confusing and fast-changing series of circumstances,’ said Cindy Fowler, director of resource coordination and McCoy’s supervisor. Up-to-date outage numbers (by town) can be found at: http://www.cvps.com/CustomerService/outages/(link is external) and http://vtoutages.com/(link is external)CVPS offered several safety tips for coping with the outages: STAY AWAY FROM DOWNED POWER LINES. Don’t touch or even go near downed wires! These wires can be energized and can cause serious injuries or death. If the line is blocking the road or in contact with a vehicle with people inside, call your local police or fire emergency number first. Then call CVPS. Instruct others to keep at least 50 feet away, and keep pets and livestock away as well.Assume all objects touching the power line are also energized. Never attempt to remove trees or limbs from any utility lines! Notify CVPS of the situation.If using a generator, read and follow the owner’s manual before starting the generator. Never operate a generator inside any structure or near a structure. Use a transfer switch to ensure electricity is not accidentally fed onto a line where line crews must work.Keep freezers and refrigerators closed as much as possible to prevent food spoilage.If power goes out, turn off all electrical appliances except one light so you’ll know when service returns. Then, turn equipment back on slowly.Power outages, call 1-800-451-2877.Additional safety tips can be found at: http://www.cvps.com/Safety/StormSafety.aspx(link is external)When electricity goes out, the utilities’ first concern is safety, then restoring service to large blocks of customers and critical facilities, like hospitals.Who gets power restored first?When electricity goes out, the utilities’ first concern is safety. Line work and downed lines present great risks to employees and customers, so safety is a grave concern. Always stay at least 50 feet from downed lines!When major storms hit and outages occur, we try to restore service to all of our customers as soon as possible. Here’s a look at our priorities:Problems that present an imminent danger to life.Failure at a key point on the system affecting thousands of customers, such as a transmission line (a main highway of the power system).Critical health and public safety facilities.Main distribution lines, which are smaller than transmission lines, but may serve hundreds of customers.Single lines.Single customers.Cleanup work. Up-to-date outage numbers (by town) can be found at: http://www.cvps.com/CustomerService/outages/(link is external) and http://vtoutages.com/(link is external)Source: CVPS. 8.29.2011. 7:15 am