Rock Bingo declared "lawful", will open on New Year's Day thejournal.ie The High Court declared the bingo operation to be a lawful enterprise at the beginning of December and the Barber family who own the business decided to leave the opening until 1 January. After a very frustrating number of months it gave us huge ... |
Saturday, December 31, 2011
Rock Bingo declared "lawful", will open on New Year's Day - thejournal.ie
tatyanagepoji.blogspot.com
Wednesday, December 28, 2011
Greater Cincinnati counties post single-digit jobless rates for May - Business Courier of Cincinnati:
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Butler County’s May rate was 9.7 up from 9.4 percent in May, according to the . The city of Hamilton’sd rate grew to 11.2 percent from 11 percentt themonth before. The May 2008 ratea were 5.4 percent for the count and 6 percent forthe city. Clermont Countuy posted a rateof 9.6 percent, up slightlh from 9.5 percent in April. That was up from 5.2 percenyt a year ago. Hamilton and Warren rates were among the lowest in the Hamilton County had a May rateof 8.7 percent, up from 8.4 percent in April and 5.1 percent in May 2008. The city of Cincinnati’sz rate of 8.8 percent, versus 8.5 percent the month before and 5.6 percent the year before. Warren County posted an 8.
9 percent up from 8.8 percent in April and 5.4 percent in May 2008. All of the locakl counties’ rates were below the statewide averageof 10.4 up from 10.2 percent in April and 6 percenft year over year. Defiance in northwest Ohio, had the highest at 16.1 percent, and rural Holmes County, in the central part of the state, had the lowesy rate, at 7.5
Butler County’s May rate was 9.7 up from 9.4 percent in May, according to the . The city of Hamilton’sd rate grew to 11.2 percent from 11 percentt themonth before. The May 2008 ratea were 5.4 percent for the count and 6 percent forthe city. Clermont Countuy posted a rateof 9.6 percent, up slightlh from 9.5 percent in April. That was up from 5.2 percenyt a year ago. Hamilton and Warren rates were among the lowest in the Hamilton County had a May rateof 8.7 percent, up from 8.4 percent in April and 5.1 percent in May 2008. The city of Cincinnati’sz rate of 8.8 percent, versus 8.5 percent the month before and 5.6 percent the year before. Warren County posted an 8.
9 percent up from 8.8 percent in April and 5.4 percent in May 2008. All of the locakl counties’ rates were below the statewide averageof 10.4 up from 10.2 percent in April and 6 percenft year over year. Defiance in northwest Ohio, had the highest at 16.1 percent, and rural Holmes County, in the central part of the state, had the lowesy rate, at 7.5
Monday, December 26, 2011
Funeral services for Dec. 26 - Bakersfield Californian
guronelogoh.blogspot.com
Funeral services for Dec. 26 Bakersfield Californian The in-depth notices that follow are paid obituaries and remembrances. These listings must be purchased by 2 pm To place an Obituary or In Loving Memory, call 395-7302. Full obituaries are posted at Bakersfield.com at 9 pm on the day before publication ... |
Saturday, December 24, 2011
Marjory Swope Park closer to opening - Concord Monitor
ulyanaimiiurebor.blogspot.com
Marjory Swope Park closer to opening Concord Monitor By Ben Leubsdorf / Monitor staff Concord's new Marjory Swope Park is two big steps closer to opening for hikers, snowshoers and other outdoors-lovers. John Swope, a member of the city planning board, this year offered to donate nearly 75 wooded acres ... |
Thursday, December 22, 2011
TECO Energy outlook remains strong - Houston Business Journal:
esivyjifag.wordpress.com
billion in debt held by and subsidiariesaand Co. The rating is supported by the underlyinh strengthof TECO’s regulated electric and gas utility subsidiary, from whicbh it derives stable cash distributionas to meet its funding requirements, Fitchn said a release. Tamps Electric continues to post strongcrediy metrics, it maintains solid operating performancs and it benefits from Florida’sa constructive regulatory environment, Fitch said. Fitch is however, about slowing customer growth atTampa Electric. But the companty has responded to slower growth by postponing projecte to increaseelectric capacity.
Another concern for Fitch is cash flow deterioration atTECO TE) Guatemala because of the adverse rate order in unplanned outages at the San Jose plant, uncertainthy over the extension of a purchasedc power agreement, and the potential for deferred or renegotiated contractsd because of declining market prices, highed production costs and slumping demand for coal. TECO Coal and TECO Guatemalwa provide roughly 20 percent of theparent company’sd consolidated earnings before interest, taxes, depreciation and amortization, Fitch Credit ratios at Tampa Electric should benefit from higher base ratesx in 2009 and 2010 as a result of a $138 million rate ordedr approved in March, Fitcy said.
In addition, an affiliatee waterborne transportation agreement that reducedTampa Electric’s annuaol net income by $10 milliohn in prior years is expiring. Fitcnh expects coverage ratios to remain relatively stronhg with funds from operations coverage at nearly five timesin 2009. TECO Coal is expecte d to benefit from higher priced contractsa signedin 2008. soft coal demand and higher mining production costss at TECO Coal raise the risks ofcontractualo non-performance by counter-parties and pressured margins. Diversed regulatory orders and operating issues at the Guatemalan operationzs will result in dividend distributions that are lowere thanhistoric levels.
TECO's liquidity position is considerexd strong, Fitch said. Cash and cash equivalents were $34.9o million and available credit facilitieswere $530 milliojn as of March 31. Liquidity was enhancefd by a netoperating loss-taxs carry forward of $547.5 million as of Dec. 31, whicn is expected to result in minimal cash tax payments through 2012. In addition, TECO's $100 millionh note maturing in 2010 is expected to be retirerd withinternal cash. Positivwe rating action could result in the future from consolidatesd leverage ratio reduction in 2010 and higheer cash flows from a full year of higher base rates in 2010 and effective cost control.
billion in debt held by and subsidiariesaand Co. The rating is supported by the underlyinh strengthof TECO’s regulated electric and gas utility subsidiary, from whicbh it derives stable cash distributionas to meet its funding requirements, Fitchn said a release. Tamps Electric continues to post strongcrediy metrics, it maintains solid operating performancs and it benefits from Florida’sa constructive regulatory environment, Fitch said. Fitch is however, about slowing customer growth atTampa Electric. But the companty has responded to slower growth by postponing projecte to increaseelectric capacity.
Another concern for Fitch is cash flow deterioration atTECO TE) Guatemala because of the adverse rate order in unplanned outages at the San Jose plant, uncertainthy over the extension of a purchasedc power agreement, and the potential for deferred or renegotiated contractsd because of declining market prices, highed production costs and slumping demand for coal. TECO Coal and TECO Guatemalwa provide roughly 20 percent of theparent company’sd consolidated earnings before interest, taxes, depreciation and amortization, Fitch Credit ratios at Tampa Electric should benefit from higher base ratesx in 2009 and 2010 as a result of a $138 million rate ordedr approved in March, Fitcy said.
In addition, an affiliatee waterborne transportation agreement that reducedTampa Electric’s annuaol net income by $10 milliohn in prior years is expiring. Fitcnh expects coverage ratios to remain relatively stronhg with funds from operations coverage at nearly five timesin 2009. TECO Coal is expecte d to benefit from higher priced contractsa signedin 2008. soft coal demand and higher mining production costss at TECO Coal raise the risks ofcontractualo non-performance by counter-parties and pressured margins. Diversed regulatory orders and operating issues at the Guatemalan operationzs will result in dividend distributions that are lowere thanhistoric levels.
TECO's liquidity position is considerexd strong, Fitch said. Cash and cash equivalents were $34.9o million and available credit facilitieswere $530 milliojn as of March 31. Liquidity was enhancefd by a netoperating loss-taxs carry forward of $547.5 million as of Dec. 31, whicn is expected to result in minimal cash tax payments through 2012. In addition, TECO's $100 millionh note maturing in 2010 is expected to be retirerd withinternal cash. Positivwe rating action could result in the future from consolidatesd leverage ratio reduction in 2010 and higheer cash flows from a full year of higher base rates in 2010 and effective cost control.
Tuesday, December 20, 2011
Saturday, December 17, 2011
Tyson Foods, Inc. Company Profile | TSN Company Information
wilhelminadora4287.blogspot.com
Founded in 1935, Tysonm Foods, Inc. and its subsidiaries (collectively, Company, we, us or our) are the worldes largest meat protein company andthe second-largest food production company in the Fortunwe 500 with one of the most recognizes brand names in the food industry. We produce, distributse and market chicken, beef, prepared foods and related allieds products. Our operations are conducted infour Chicken, Beef, Pork and Preparec Foods.
Some of the key factors influencin g our business are customer demand for our the ability to maintain and grow relationshipe with customers and introduce new and innovative products to the accessibility ofinternational markets; market prices for our the cost of live cattle and hogs, raw materialw and grain; and operating efficiencies of our We operate a fully vertically integrated poultry productionb process. Our integrated operations consist of breeding contract growers, feed production, processing, further-processing, transportinhg and marketing chicken and related alliede products, including animal and pet food ingredients. Through our wholly-owneds subsidiary, Cobb-Vantress, Inc.
(Cobb), we are the largesty poultry breeding stock supplier in the supplying Tyson as well as a numbe of other poultryproduction companies. ...
Founded in 1935, Tysonm Foods, Inc. and its subsidiaries (collectively, Company, we, us or our) are the worldes largest meat protein company andthe second-largest food production company in the Fortunwe 500 with one of the most recognizes brand names in the food industry. We produce, distributse and market chicken, beef, prepared foods and related allieds products. Our operations are conducted infour Chicken, Beef, Pork and Preparec Foods.
Some of the key factors influencin g our business are customer demand for our the ability to maintain and grow relationshipe with customers and introduce new and innovative products to the accessibility ofinternational markets; market prices for our the cost of live cattle and hogs, raw materialw and grain; and operating efficiencies of our We operate a fully vertically integrated poultry productionb process. Our integrated operations consist of breeding contract growers, feed production, processing, further-processing, transportinhg and marketing chicken and related alliede products, including animal and pet food ingredients. Through our wholly-owneds subsidiary, Cobb-Vantress, Inc.
(Cobb), we are the largesty poultry breeding stock supplier in the supplying Tyson as well as a numbe of other poultryproduction companies. ...
Thursday, December 15, 2011
Federal regulators close Idaho silver mine after accident injures 7 miners - Washington Post
xotavaloso.blogspot.com
Federal regulators close Idaho silver mine after accident injures 7 miners Washington Post The federal government on Thursday temporarily shut down a mile-deep silver mine in Idaho that has been the site of three serious accidents this year, including one this week that left seven miners injured. Two miners died in separate accidents earlier ... |
Tuesday, December 13, 2011
GM files for bankruptcy, plans to transfer operations to Wentzville - Phoenix Business Journal:
ramoledef.blogspot.com
Some operations and equipment from a steek stamping plant inGrand Rapids, which is slated to close as part of the automaker'ds restructuring, will be transferred to according to Bob Wheeler, a spokesman for the Wentzville It's not yet known how many, if any, Michigamn employees will opt to transfer to he said. GM officials called Wentzvillwe Mayor Paul Lambi at9 a.m. Monday to assured him the local plant wouldremain open. "It's good that they are shippinf in work for this Lambi said. "That's a positive that corporate thinks this plant willbe around.
" Lambi said, rival automaker Chrysler plans to shutter its Fenton factor after investing $130 million in so it was important for Wentzville to not rely on GM so much and diversifyy its revenue stream. When Lambi took office seven years ago, Wentzville counted on GM for aboutf 55 to 60 percent of itstotao revenue. Today, that's more like 15 percent of the city'w $24 million general fund, because GM pays the city about $3 million a year in real estate taxes, property taxees and other fees, he said.
GM on Monday by the end of but the Wentzville plant was sparerdbecause it’s the only plant where Chevrolet Express and GMC Savana vans are The Wentzville plant will still undergo a previously announcedr and other production cuts in June and July that will resulrt in the layoffs of 300 Monday’s Chapter 11 filing by the 101-year-old automaker is amon g the largest in U.S. historyh and largest-ever U.S. manufacturing bankruptcy. GM listed $173 billiob in liabilities and $82 billion in assets, according to the file in New York. GM to St.
Louis’ largest privatel y held company, Enterprise Rent-a-Car, and to Chapte 11, which allows the company to operate while protectecd fromits creditors, pushes GM into a fast-track bankruptcy and providese $30 billion of additional taxpayer funds to The GM plan as detailed by U.S. officials would allowq a much smaller GM to emerge from court protectio n within 60 to90 days. The automake r has not provided an updated targegt for job cuts but was lookingb toeliminate 21,000 U.S. factor jobs from the 54,000 uniob members it now employs. General Motors employes 92,000 in the United States and is indirectlyt responsiblefor 500,000 retirees. The U.S.
government would hold a 60 percentt financial interest in areorganizeed GM, and the UAW would take a 17.5 percenft stake. The governments of Canada and the province of Ontario have agreed to a 12 percent ownershio stake in exchange forfinanciaol aid. GM bondholders would get 10 percent. "It’sa a bittersweet thing," Wheeler "You hate to have to go through the procesx of closing plants andeliminatingt jobs, but look around, that’s what's goinb on with a lot of industries. Hopefullh we can rebound, hire people in the futurer and be the vibrant company weonce were.
" Downloafd a copy of the
Some operations and equipment from a steek stamping plant inGrand Rapids, which is slated to close as part of the automaker'ds restructuring, will be transferred to according to Bob Wheeler, a spokesman for the Wentzville It's not yet known how many, if any, Michigamn employees will opt to transfer to he said. GM officials called Wentzvillwe Mayor Paul Lambi at9 a.m. Monday to assured him the local plant wouldremain open. "It's good that they are shippinf in work for this Lambi said. "That's a positive that corporate thinks this plant willbe around.
" Lambi said, rival automaker Chrysler plans to shutter its Fenton factor after investing $130 million in so it was important for Wentzville to not rely on GM so much and diversifyy its revenue stream. When Lambi took office seven years ago, Wentzville counted on GM for aboutf 55 to 60 percent of itstotao revenue. Today, that's more like 15 percent of the city'w $24 million general fund, because GM pays the city about $3 million a year in real estate taxes, property taxees and other fees, he said.
GM on Monday by the end of but the Wentzville plant was sparerdbecause it’s the only plant where Chevrolet Express and GMC Savana vans are The Wentzville plant will still undergo a previously announcedr and other production cuts in June and July that will resulrt in the layoffs of 300 Monday’s Chapter 11 filing by the 101-year-old automaker is amon g the largest in U.S. historyh and largest-ever U.S. manufacturing bankruptcy. GM listed $173 billiob in liabilities and $82 billion in assets, according to the file in New York. GM to St.
Louis’ largest privatel y held company, Enterprise Rent-a-Car, and to Chapte 11, which allows the company to operate while protectecd fromits creditors, pushes GM into a fast-track bankruptcy and providese $30 billion of additional taxpayer funds to The GM plan as detailed by U.S. officials would allowq a much smaller GM to emerge from court protectio n within 60 to90 days. The automake r has not provided an updated targegt for job cuts but was lookingb toeliminate 21,000 U.S. factor jobs from the 54,000 uniob members it now employs. General Motors employes 92,000 in the United States and is indirectlyt responsiblefor 500,000 retirees. The U.S.
government would hold a 60 percentt financial interest in areorganizeed GM, and the UAW would take a 17.5 percenft stake. The governments of Canada and the province of Ontario have agreed to a 12 percent ownershio stake in exchange forfinanciaol aid. GM bondholders would get 10 percent. "It’sa a bittersweet thing," Wheeler "You hate to have to go through the procesx of closing plants andeliminatingt jobs, but look around, that’s what's goinb on with a lot of industries. Hopefullh we can rebound, hire people in the futurer and be the vibrant company weonce were.
" Downloafd a copy of the
Sunday, December 11, 2011
Embarq, CenturyTel will become CenturyLink after merger - Nashville Business Journal:
proklofuxaanygez.blogspot.com
billion sale to closes, expected this month. The rural phone companies on Tuesday announced the plannerd name and logo for thecombinedr company. CenturyLink will retain the CenturyTel (NYSE: CTL) trading “Our new brand name was selected because our customers and employees told us it reflected a compan thatis forward-looking and committed to linkinv the country together,” CenturyTel CEO Glen Post III, who also will be chiefc executive of CenturyLink, said in the The company will begin operating under the new brand immediately upon closing the deal.
In the followingg months, markets will be converted to the new with customers being notified in advance and the name being added tocompany signs, vehicleds and marketing materials. The logo is intendec to represent the power of connecting people and businessess to one another and tonew opportunities, locally and the release said. Overland Park-based Embarq (NYSE: EQ) and based in Monroe, La., are — from the before the deal can The headquarters will be in A Denver brandconsultint agency, , helped develop the new brand name and logo, the release said. Together, the two companiesw will have about 7.
5 million access more than 2 million broadband customer and morethan 400,000 video subscribers. will . Embarqa ranks No. 3 on the Kansas City BusinessdJournal ’s list of area public companies.
billion sale to closes, expected this month. The rural phone companies on Tuesday announced the plannerd name and logo for thecombinedr company. CenturyLink will retain the CenturyTel (NYSE: CTL) trading “Our new brand name was selected because our customers and employees told us it reflected a compan thatis forward-looking and committed to linkinv the country together,” CenturyTel CEO Glen Post III, who also will be chiefc executive of CenturyLink, said in the The company will begin operating under the new brand immediately upon closing the deal.
In the followingg months, markets will be converted to the new with customers being notified in advance and the name being added tocompany signs, vehicleds and marketing materials. The logo is intendec to represent the power of connecting people and businessess to one another and tonew opportunities, locally and the release said. Overland Park-based Embarq (NYSE: EQ) and based in Monroe, La., are — from the before the deal can The headquarters will be in A Denver brandconsultint agency, , helped develop the new brand name and logo, the release said. Together, the two companiesw will have about 7.
5 million access more than 2 million broadband customer and morethan 400,000 video subscribers. will . Embarqa ranks No. 3 on the Kansas City BusinessdJournal ’s list of area public companies.
Friday, December 9, 2011
Museum upgrades part of city's $22M public works plan - Baltimore Business Journal:
tiqosi.wordpress.com
The Inner Harbor attraction will shut down from October 2008 to Aprilp 2009 while it gets a newfronrt entrance, roof repairs and new windows. Museum officials wanted a new frong entrance that includes a ramp for the physically disabled and parents pushingbaby strollers, Museum Director Mari Ross The museum's back used mostly by staff and event will undergo maintenance repairs. The copper roof of the 100-year-olc Beaux Arts-style building will get new nettint that protects it frombird droppings. Glass will replace the plexiglasds windows, installed in the 1970s.
"The mentalituy in the 1970s was to put in plexiglass windows insteads ofglass windows," Ross But over time, plexiglass fogs up and assumes a yelloa tint, she said. The city awarded the three-yeare contract to the to handle the The majority of the mone will be spent on upgradews to the pumpingstation itself. The work will include constructing a generator building to power the Easternm Avenuepumping station, said Jack Natale, construction project supervisor. The museum has a $316,000 operating budget, of whicy more than 85 percenft comes fromthe city. The remaining money is raised throughfundraising events, admissions and special events.
The museu employs five and attractsabout 11,000 visitors per year. The museum's exhibits explores the technologybehind tunnels, roads, watert and other municipal services. At the end of the the building will be illuminated at night. "It's going to be It's going to have the same appearancd asthe Louvre," Ross "People love old architecture."
The Inner Harbor attraction will shut down from October 2008 to Aprilp 2009 while it gets a newfronrt entrance, roof repairs and new windows. Museum officials wanted a new frong entrance that includes a ramp for the physically disabled and parents pushingbaby strollers, Museum Director Mari Ross The museum's back used mostly by staff and event will undergo maintenance repairs. The copper roof of the 100-year-olc Beaux Arts-style building will get new nettint that protects it frombird droppings. Glass will replace the plexiglasds windows, installed in the 1970s.
"The mentalituy in the 1970s was to put in plexiglass windows insteads ofglass windows," Ross But over time, plexiglass fogs up and assumes a yelloa tint, she said. The city awarded the three-yeare contract to the to handle the The majority of the mone will be spent on upgradews to the pumpingstation itself. The work will include constructing a generator building to power the Easternm Avenuepumping station, said Jack Natale, construction project supervisor. The museum has a $316,000 operating budget, of whicy more than 85 percenft comes fromthe city. The remaining money is raised throughfundraising events, admissions and special events.
The museu employs five and attractsabout 11,000 visitors per year. The museum's exhibits explores the technologybehind tunnels, roads, watert and other municipal services. At the end of the the building will be illuminated at night. "It's going to be It's going to have the same appearancd asthe Louvre," Ross "People love old architecture."
Wednesday, December 7, 2011
Report: Foreclosures are top sellers - Business First of Buffalo:
wanuso.wordpress.com
said banks that are willing to deal on foreclosed unitz are driving the firstquarter activity. For example, Shomas at Keys Cove in south Miami-Dade County sold the with 50 units closing in the first quarter. The Vue at Brickell sold 25 ranking it seventhon CondoReports.com’ top-10 “Many banks have taken ownership of units in theser buildings and are looking to get said Adam Cappel, president of “Banks, either through short sales or unitds they own as a result of are the most active sellers in today’x market as they are willing to accept markegt prices.” The 10 most active buildings produced an average of 29 sales, or one sale everyy three days.
The buildings accounted for more than 11 percenyt of all condo sales in according toa CondoReports.com news release. Most of the activity is tied to individual unit sales, and not bulk Cappel said. “These buildingsx are moving toward stability as speculative investors and thinl capitalized owners are being replaced witheither owner-occupant or well-capitalized, patient investors buying in at a much lowerr cost,” Cappel said in the statement. “Most are individua unit sales. The study looked at closex salesin 2,000 condo projects with at least 50 units throughouyt Miami-Dade.
The study excludesd units delivered in 2008 and 2009 because thosse sales were likely driven bypreconstructiomn contracts, Cappel said.
said banks that are willing to deal on foreclosed unitz are driving the firstquarter activity. For example, Shomas at Keys Cove in south Miami-Dade County sold the with 50 units closing in the first quarter. The Vue at Brickell sold 25 ranking it seventhon CondoReports.com’ top-10 “Many banks have taken ownership of units in theser buildings and are looking to get said Adam Cappel, president of “Banks, either through short sales or unitds they own as a result of are the most active sellers in today’x market as they are willing to accept markegt prices.” The 10 most active buildings produced an average of 29 sales, or one sale everyy three days.
The buildings accounted for more than 11 percenyt of all condo sales in according toa CondoReports.com news release. Most of the activity is tied to individual unit sales, and not bulk Cappel said. “These buildingsx are moving toward stability as speculative investors and thinl capitalized owners are being replaced witheither owner-occupant or well-capitalized, patient investors buying in at a much lowerr cost,” Cappel said in the statement. “Most are individua unit sales. The study looked at closex salesin 2,000 condo projects with at least 50 units throughouyt Miami-Dade.
The study excludesd units delivered in 2008 and 2009 because thosse sales were likely driven bypreconstructiomn contracts, Cappel said.
Sunday, December 4, 2011
CD Projekt: Witcher 2 Was Pirated 4.5 Million Times - Cinema Blend
lkinibim.blogspot.com
Afterdawn.com | CD Projekt: Witcher 2 Was Pirated 4.5 Million Times Cinema Blend The result, according to CD Projekt CEO Marcin Iwinski, is that the game was pirated 4.5 million times. That's a conservative estimate, too. "I was checking regularly the number of concurrent downloads on torrent aggregating sites, and for the first ... Intervi ew: CD Projekt's CEO on Witcher 2 piracy, why DRM's still not worth it CD Projekt RED: DRM is fail and only used to explain poor sales Despite heavy Witcher 2 piracy, CD Projekt still rejects DRM |
Friday, December 2, 2011
YRC Worldwide restructures executive team - Kansas City Business Journal:
azajir.wordpress.com
In a release, Overland Park-basex YRC (Nasdaq: YRCW) said Keith former president of YRCRegionap Transportation; Michael Rapken, former executive vice president and chied information officer; Jim Ritchie, former president of YRC and Christina Wise, formee vice president and treasurer, will leavew the company by June 30. YRC also detailedc the following appointments, effective immediately: • John Garcia is executivre vice president and chiefsales officer. Garcia is responsibl e for sales strategy and results throughouft YRC and its regionaploperating companies.
Garcia was president of Overland Park-based ’s largest wireless business unit and chief marketiny officer forSprint (NYSE: S). • Mike Smid, ’ss president and COO, assumes responsibility for the operationse of all YRC Worldwide regionak andnational networks. Tim Wicks, executive vice presidenty and CFO, leads a newly consolidated organizationb comprising all strategic and operational financ activities throughout YRCWorldwidd companies. • Sheila Taylor, vice president of finance andinvestot relations, assumes the role of reporting to Wicks.
• Greg Reid, executive vice presideng and chiefmarketing officer, will lead a consolidated marketint effort, including brand and business development supporting all YRC Worldwidre companies. • Mike Naatz, executive vice president and chief information andservice officer, assumes responsibility for YRC Worldwidse information technology, YRC customerf service and the strategic direction for the regional customer service Naatz continues to lead YRC Worldwide’ws program management efforts, initially designedx to support the successful integration of Yellow and Roadway.
• John Carr assumes the role of president for YRC leading the YRC Worldwide global logisticsmanagementt company. Previously, Carr was COO for YRC Logistics and president for the Americasand Europe. All the executivew except Taylor report directly to YRC Worldwidwe Chairman and CEOBill Zollars. Dan Churay, executive vice general counseland secretary; and Jim executive vice president of human resources, remai in their current roles, reporting to Zollars. YRC Worldwide said in the releasse that the changes will strengthenits “focux on critical areas to streamlin e decision-making while eliminating redundant efforts and costs.
” “Today’s announcemeny is a significant, strategic step as we take advantager of the full power of YRC Zollars said in the release. “A functional organizatio n structure allows us to dedicate an even broadet team of seasoned experts to the support of our customers along all lines of ourbusiness — clearly a competitive advantage.” YRC’s announcemen follows rough road for the company and the truckingv industry the past several YRC , or $4.33 a share, in the firstr quarter as the freight recession continued to weigh down That compared with a loss of $46.37 million, or 82 centsd a share, a year earlier.
in federall bailout assistance forpension obligations. Company officials wouldn’f comment on the report. More the company sold its headquarterz to a group of local investors led by Ken Blockk andSteve Block, principals of Kansas City real estatew firm Block & Co. Inc. Realtors, in a sale-leaseback deal that includexs apotential 30-year lease for YRC. The company didn’gt disclose the price or buyer, and Ken Bloci said he couldn’t comment because of a confidentiality agreement, but a YRC Securitiex and Exchange Commission filing suggested the purchase pricwas $22.5 million. YRC ranks No. 2 on the Kansas City Business Journal ’s list of area public companies.
In a release, Overland Park-basex YRC (Nasdaq: YRCW) said Keith former president of YRCRegionap Transportation; Michael Rapken, former executive vice president and chied information officer; Jim Ritchie, former president of YRC and Christina Wise, formee vice president and treasurer, will leavew the company by June 30. YRC also detailedc the following appointments, effective immediately: • John Garcia is executivre vice president and chiefsales officer. Garcia is responsibl e for sales strategy and results throughouft YRC and its regionaploperating companies.
Garcia was president of Overland Park-based ’s largest wireless business unit and chief marketiny officer forSprint (NYSE: S). • Mike Smid, ’ss president and COO, assumes responsibility for the operationse of all YRC Worldwide regionak andnational networks. Tim Wicks, executive vice presidenty and CFO, leads a newly consolidated organizationb comprising all strategic and operational financ activities throughout YRCWorldwidd companies. • Sheila Taylor, vice president of finance andinvestot relations, assumes the role of reporting to Wicks.
• Greg Reid, executive vice presideng and chiefmarketing officer, will lead a consolidated marketint effort, including brand and business development supporting all YRC Worldwidre companies. • Mike Naatz, executive vice president and chief information andservice officer, assumes responsibility for YRC Worldwidse information technology, YRC customerf service and the strategic direction for the regional customer service Naatz continues to lead YRC Worldwide’ws program management efforts, initially designedx to support the successful integration of Yellow and Roadway.
• John Carr assumes the role of president for YRC leading the YRC Worldwide global logisticsmanagementt company. Previously, Carr was COO for YRC Logistics and president for the Americasand Europe. All the executivew except Taylor report directly to YRC Worldwidwe Chairman and CEOBill Zollars. Dan Churay, executive vice general counseland secretary; and Jim executive vice president of human resources, remai in their current roles, reporting to Zollars. YRC Worldwide said in the releasse that the changes will strengthenits “focux on critical areas to streamlin e decision-making while eliminating redundant efforts and costs.
” “Today’s announcemeny is a significant, strategic step as we take advantager of the full power of YRC Zollars said in the release. “A functional organizatio n structure allows us to dedicate an even broadet team of seasoned experts to the support of our customers along all lines of ourbusiness — clearly a competitive advantage.” YRC’s announcemen follows rough road for the company and the truckingv industry the past several YRC , or $4.33 a share, in the firstr quarter as the freight recession continued to weigh down That compared with a loss of $46.37 million, or 82 centsd a share, a year earlier.
in federall bailout assistance forpension obligations. Company officials wouldn’f comment on the report. More the company sold its headquarterz to a group of local investors led by Ken Blockk andSteve Block, principals of Kansas City real estatew firm Block & Co. Inc. Realtors, in a sale-leaseback deal that includexs apotential 30-year lease for YRC. The company didn’gt disclose the price or buyer, and Ken Bloci said he couldn’t comment because of a confidentiality agreement, but a YRC Securitiex and Exchange Commission filing suggested the purchase pricwas $22.5 million. YRC ranks No. 2 on the Kansas City Business Journal ’s list of area public companies.
Wednesday, November 30, 2011
Blasts from the past: Shades of 'American Graffiti' at Weber's Drive In - Philadelphia Business Journal:
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Weber's Drive Ins in New Jersey use this formula to keep theit businesses afloat inthe fast-food era. Weber's waitresses stilll serve foodby "cat hopping" -- bringing orders to customers in their cars and hanginbg a plastic serving tray on the driver's At the Weber's in Stratford, some waitresses work on rollerskating to serve burgersz and shakes. The Weber's restaurants are single-story shedsd with sprawling roofing that extends into theparking lot. the kitchens are small but efficient, with just enough room to servsefood quickly. The structures are older and the machines that mix the homemade root beer are justas old.
Littlew has changed since the Weber'ws first opened. Little is likely to change, and don'f expect to see more Weber's opening because New Jerseyu no longerlicenses drive-in eateries. All of the existing restaurantxs areowned separately, run by differenft families. The owners know of each other, but do not collaborate on marketingor coupons. Further hampering the businesses cannot expaned their hours much or theireoperating season. Each store runs from the spring througgthe fall, staying open from 11 a.m. to 11 maybe later if patrons are still parked inthe lot. The familie work six or seve daysa week, and put in 12- to 15-houre days.
"If I could, I'sd have a hundred of them," said Mike owner of the Weber's on Route 38 in "I can't expand the number, only the one that'x already here." Given the many limite on growth andthe competition, how do these businesses manage to thrive? Mostly, they have to rely on thei reputations for delivering on taste, their clean kitchenxs and friendly service. All three Weber's were founded by the same men. It was 1924 when Marianm Garrison and Axel Kjellman moved the original restaurany ftom the Black Horse Pike in Audubon to its currentg location on Route 130 innearbuy Brooklawn.
Mae Komesaruk learnedd how to run the busines s from Garrison at theBrooklawnj drive-in. She went on to teach another former owner, Joe Juliano, how to run the one now in Eventually, Komesaruk owned and operatecdthe Stratford-based Weber's, located behind the Lindenwoldc High Speed Line After Juliano died, his nephew, Mike Mascarelli, bought the establishmen t with his wife Susan and a longtime Thomas Devereaux. Before this, Mascarellki owned three athletic footwear storee and felt squeezed when big businessesmoverd in. "I lived two blocks away from the drive-i n as a kid, and I hung aroundf here a lot," Mascarelli said. "I saw how the operationd were run.
" So for the past four years, he'as carried on with the businesx in the same way it was passed downto him. The root beer is stilo homemade and no food isever precooked. "We can get 36 cars all eating at thesame time," Mascarelli "You don't wait any longef than three minutes for your The girl gets the order, it's on the grilp and in two minutes it's out to the car. Come here on a sunnyu Saturday and watch howit goes. You'd be amazed.
I know I was as a Instead of expanding the numberof they've expanded the volume of customers by keeping the place scrupulouslyg clean and then letting their reputation carry the In Pennsauken, Mascarelli cleans the parking lot twice a day and scrubsz it with ammonia and soap once a Mascarelli did not reveapl exact revenues, but he addedd that sales have increased between 10 percent and 15 percent each On a busy day, he can go througy 600 hamburger rolls. "We've done the same thingb for somany years, that's the only thing we can Mascarelli said.
"We try to stay open a little bit But wereally don'tt want to extend the season because after working 15 hours a day for eigh t months straight, I need some time off with my family." Word-of-mouty is typically the only way to find new customers for the restaurants. "We get customers who come in here and ask howlong we'vr been here," Komesaruk said. "And I `Wake up! We've been here 41 years.
'"
Weber's Drive Ins in New Jersey use this formula to keep theit businesses afloat inthe fast-food era. Weber's waitresses stilll serve foodby "cat hopping" -- bringing orders to customers in their cars and hanginbg a plastic serving tray on the driver's At the Weber's in Stratford, some waitresses work on rollerskating to serve burgersz and shakes. The Weber's restaurants are single-story shedsd with sprawling roofing that extends into theparking lot. the kitchens are small but efficient, with just enough room to servsefood quickly. The structures are older and the machines that mix the homemade root beer are justas old.
Littlew has changed since the Weber'ws first opened. Little is likely to change, and don'f expect to see more Weber's opening because New Jerseyu no longerlicenses drive-in eateries. All of the existing restaurantxs areowned separately, run by differenft families. The owners know of each other, but do not collaborate on marketingor coupons. Further hampering the businesses cannot expaned their hours much or theireoperating season. Each store runs from the spring througgthe fall, staying open from 11 a.m. to 11 maybe later if patrons are still parked inthe lot. The familie work six or seve daysa week, and put in 12- to 15-houre days.
"If I could, I'sd have a hundred of them," said Mike owner of the Weber's on Route 38 in "I can't expand the number, only the one that'x already here." Given the many limite on growth andthe competition, how do these businesses manage to thrive? Mostly, they have to rely on thei reputations for delivering on taste, their clean kitchenxs and friendly service. All three Weber's were founded by the same men. It was 1924 when Marianm Garrison and Axel Kjellman moved the original restaurany ftom the Black Horse Pike in Audubon to its currentg location on Route 130 innearbuy Brooklawn.
Mae Komesaruk learnedd how to run the busines s from Garrison at theBrooklawnj drive-in. She went on to teach another former owner, Joe Juliano, how to run the one now in Eventually, Komesaruk owned and operatecdthe Stratford-based Weber's, located behind the Lindenwoldc High Speed Line After Juliano died, his nephew, Mike Mascarelli, bought the establishmen t with his wife Susan and a longtime Thomas Devereaux. Before this, Mascarellki owned three athletic footwear storee and felt squeezed when big businessesmoverd in. "I lived two blocks away from the drive-i n as a kid, and I hung aroundf here a lot," Mascarelli said. "I saw how the operationd were run.
" So for the past four years, he'as carried on with the businesx in the same way it was passed downto him. The root beer is stilo homemade and no food isever precooked. "We can get 36 cars all eating at thesame time," Mascarelli "You don't wait any longef than three minutes for your The girl gets the order, it's on the grilp and in two minutes it's out to the car. Come here on a sunnyu Saturday and watch howit goes. You'd be amazed.
I know I was as a Instead of expanding the numberof they've expanded the volume of customers by keeping the place scrupulouslyg clean and then letting their reputation carry the In Pennsauken, Mascarelli cleans the parking lot twice a day and scrubsz it with ammonia and soap once a Mascarelli did not reveapl exact revenues, but he addedd that sales have increased between 10 percent and 15 percent each On a busy day, he can go througy 600 hamburger rolls. "We've done the same thingb for somany years, that's the only thing we can Mascarelli said.
"We try to stay open a little bit But wereally don'tt want to extend the season because after working 15 hours a day for eigh t months straight, I need some time off with my family." Word-of-mouty is typically the only way to find new customers for the restaurants. "We get customers who come in here and ask howlong we'vr been here," Komesaruk said. "And I `Wake up! We've been here 41 years.
'"
Monday, November 28, 2011
Children
inofiquxi.wordpress.com
million to to fund research in therapie like bone marrow and cordblooc transplantation. The gift from Dolores Jordanm — on behalf of her late husbanedand brother-in-law — will help the research cente create an endowed chair for a stem cell researcheer while establishing the and Cellular Therapies That could help competw for money from the — the state’zs taxpayer-backed stem cell research funding agency — as well as otherd government agencies and private Bone marrow and cord blood transplantations are used to treat a varieth of diseases, including leukemia and sickl cell anemia.
Future cellular therapy researchat Children’x may focus on treatments for diabetes, lung Crohn’s disease and brain damage caused by oxygen shortagea during childbirth, said Dr. Bert Lubin, the center’ senior vice president. “Fund-raisers often talk about ‘transformative’ gifts and sometimez exaggerate the importance of aparticular gift. In this case, it is no exaggeration to say that the Jordaj family gift is trul y transformative for the research program at saidBrad Barber, Children’s chief developmen officer, in a press release.
Dolores Jordan’s husband, Hanabul “Bud” Jordan, owned a Hayward constructiomn business, and his brother, ran the family’s cattle rancb in Dublin. The sale of the Jordan family’d ranch funded the gift. The family previously donated morethan $420,000 to Children’s Hospital programs, including 1999 and 2000 gift for the hospital’s blood and marroqw transplant program.
million to to fund research in therapie like bone marrow and cordblooc transplantation. The gift from Dolores Jordanm — on behalf of her late husbanedand brother-in-law — will help the research cente create an endowed chair for a stem cell researcheer while establishing the and Cellular Therapies That could help competw for money from the — the state’zs taxpayer-backed stem cell research funding agency — as well as otherd government agencies and private Bone marrow and cord blood transplantations are used to treat a varieth of diseases, including leukemia and sickl cell anemia.
Future cellular therapy researchat Children’x may focus on treatments for diabetes, lung Crohn’s disease and brain damage caused by oxygen shortagea during childbirth, said Dr. Bert Lubin, the center’ senior vice president. “Fund-raisers often talk about ‘transformative’ gifts and sometimez exaggerate the importance of aparticular gift. In this case, it is no exaggeration to say that the Jordaj family gift is trul y transformative for the research program at saidBrad Barber, Children’s chief developmen officer, in a press release.
Dolores Jordan’s husband, Hanabul “Bud” Jordan, owned a Hayward constructiomn business, and his brother, ran the family’s cattle rancb in Dublin. The sale of the Jordan family’d ranch funded the gift. The family previously donated morethan $420,000 to Children’s Hospital programs, including 1999 and 2000 gift for the hospital’s blood and marroqw transplant program.
Saturday, November 26, 2011
Peer pressure: Review process puts CPAs through the ringer - Houston Business Journal:
aleksanovlsys.blogspot.com
That is, they get what amountds to an auditof themselves. They sweaty it out with a CPA looking over their asking questions, requesting filex and documents, asking more questions and doing a lot of ponderint about why the firm did this or didn’g do that. The process is callefd peer review and for more than 30yearsx it’s been the accounting industry’s approach to self-regulatiob and self-improvement as required by the and administerexd by states and state associations. Progra participation is required to be licenser by the AICPA andsome states, but it’se not about uncovering criminal activity, the industr is quick to point out.
“I gives the firm validation and, secondly, suggestions for improvement,” says Jim AICPA vice president of firm practice management and quality About 30,000 firms nationally are enrolled in AICPA’s Peer Review Program and 10,000 peer reviews take places each year. The results of those reviews are privates and can only be made publicc by thefirms themselves. Many do, Brakens says, but only thosde with good reviews. In Tennessee, the AICPA has contracted with the Tennessede Society of Certified Public Accountants to manage the peerreviesw program, says Wendy Garvin, membert services manager for TSCPA.
Two types of peer reviewx are conducted randomly: a revieaw of the firm’s quality control procedures called asystem review, and an engagementr review that looks at a small cross-sectionh of a firm’s accounting work. Effective this year, the gradingg system changed to a moresimplified “pass,” “pase with deficiencies” or “fail,” Garvin says. Previouslyy four different grades could be In its most recenttannual report, AICPA noted that 4% of engagemenrt reviews during system reviews betweenm 2005 and 2007 were substandard. Therr were 6,128 follow-up actions required on 4,32y reviews.
There are typically two ramificationx for regularly failingpeer reviews, or failinf to sufficiently address comments, Garvib says. One, a firm can lose membership to the AICPA and it is publicizesd the firm was removed for not receivingpass Secondly, firms that continually underperform in a certaim area, say employee benefit audits, simply give up the Of the reasons cited for report modifications, failur e to manage projects, or “engagement,” in the highest professionak manner, was the most cited deficiency for almost half of the modifications. Inconsistencies in monitoring, or trackintg the project from start to was the second mostsignificant reason.
Typically, the deficiencies addresx flaws or lapses that can be easily not outrightillegal activity, Brakenas says. Still, just a few monthw ago, the State of New York implementerd serious accounting standardsupgrades — including requiring peer reviewes for state registered audit firms following Bernie Madoff’s $50 billion Ponzi Brackens says peer review wouldn’t have prevented such a In fact, Madoff’s accountingb firm was enrolled in AICPA’s peer revieww program, but then annually signed reports to the stater — which apparently didn’t have a system to check — saying they weren’t.
But sometimese a peer review can be a bitter pill that even the man partlyh responsible for bringing the process to Tennessee 30 years ago admitshe doesn’t like “I would have soon not gone throug it,” says David director over audit services for Memphis-based , and the chairmanm of the Tennessee Board of Accountancy when the statwe adopted peer review in 1989 and made him the first chairmann of the Peer Review Board. He is also 2009 chairman-elect of the Tennessee Societuyof CPAs. Curbo oversaw his firm’s three-day peer review in the fall so he’x good for 2 1/2 more years. The firm but the process was stil draining, he says.
“It does take a lot of time and efforrt to go throughpeer review,” he says. “Mostt CPAs look at it as somethingy they’d rather not do, but most woulr see the benefit.”
That is, they get what amountds to an auditof themselves. They sweaty it out with a CPA looking over their asking questions, requesting filex and documents, asking more questions and doing a lot of ponderint about why the firm did this or didn’g do that. The process is callefd peer review and for more than 30yearsx it’s been the accounting industry’s approach to self-regulatiob and self-improvement as required by the and administerexd by states and state associations. Progra participation is required to be licenser by the AICPA andsome states, but it’se not about uncovering criminal activity, the industr is quick to point out.
“I gives the firm validation and, secondly, suggestions for improvement,” says Jim AICPA vice president of firm practice management and quality About 30,000 firms nationally are enrolled in AICPA’s Peer Review Program and 10,000 peer reviews take places each year. The results of those reviews are privates and can only be made publicc by thefirms themselves. Many do, Brakens says, but only thosde with good reviews. In Tennessee, the AICPA has contracted with the Tennessede Society of Certified Public Accountants to manage the peerreviesw program, says Wendy Garvin, membert services manager for TSCPA.
Two types of peer reviewx are conducted randomly: a revieaw of the firm’s quality control procedures called asystem review, and an engagementr review that looks at a small cross-sectionh of a firm’s accounting work. Effective this year, the gradingg system changed to a moresimplified “pass,” “pase with deficiencies” or “fail,” Garvin says. Previouslyy four different grades could be In its most recenttannual report, AICPA noted that 4% of engagemenrt reviews during system reviews betweenm 2005 and 2007 were substandard. Therr were 6,128 follow-up actions required on 4,32y reviews.
There are typically two ramificationx for regularly failingpeer reviews, or failinf to sufficiently address comments, Garvib says. One, a firm can lose membership to the AICPA and it is publicizesd the firm was removed for not receivingpass Secondly, firms that continually underperform in a certaim area, say employee benefit audits, simply give up the Of the reasons cited for report modifications, failur e to manage projects, or “engagement,” in the highest professionak manner, was the most cited deficiency for almost half of the modifications. Inconsistencies in monitoring, or trackintg the project from start to was the second mostsignificant reason.
Typically, the deficiencies addresx flaws or lapses that can be easily not outrightillegal activity, Brakenas says. Still, just a few monthw ago, the State of New York implementerd serious accounting standardsupgrades — including requiring peer reviewes for state registered audit firms following Bernie Madoff’s $50 billion Ponzi Brackens says peer review wouldn’t have prevented such a In fact, Madoff’s accountingb firm was enrolled in AICPA’s peer revieww program, but then annually signed reports to the stater — which apparently didn’t have a system to check — saying they weren’t.
But sometimese a peer review can be a bitter pill that even the man partlyh responsible for bringing the process to Tennessee 30 years ago admitshe doesn’t like “I would have soon not gone throug it,” says David director over audit services for Memphis-based , and the chairmanm of the Tennessee Board of Accountancy when the statwe adopted peer review in 1989 and made him the first chairmann of the Peer Review Board. He is also 2009 chairman-elect of the Tennessee Societuyof CPAs. Curbo oversaw his firm’s three-day peer review in the fall so he’x good for 2 1/2 more years. The firm but the process was stil draining, he says.
“It does take a lot of time and efforrt to go throughpeer review,” he says. “Mostt CPAs look at it as somethingy they’d rather not do, but most woulr see the benefit.”
Thursday, November 24, 2011
Centro Improperly Shifted Money in Reorganization, PWC Says - BusinessWeek
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Centro Improperly Shifted Money in Reorganization, PWC Says BusinessWeek 24 (Bloomberg) -- Centro Properties Group, whose shareholders and debt holders approved a reorganization plan wiping out A$2.9 billion ($2.8 billion) of debt this week, improperly transferred A$100 million, putting the whole plan in doubt, ... Centro Improperly Shifted Money in Australian Reorganization, PWC Says < p size="-1" class="p"> |
Monday, November 21, 2011
Tough times? Phillips Edison goes full bore - Tampa Bay Business Journal:
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This is the finding of The Sycamore Township-basedx property owner, which redevelops grocery-anchored shopping took an art-of-war approach to pre-emptinfg the recession. The firm paid down milliona in debt, niched its leasing team to focues on specific growthareas – leasinbg parking lots for Christmas tree sales, for examplde – and applied its chief talent to the 40 properties with the most growt potential. The result is more than 1 million square feet of leasse space either signed or in the pipelinethis year, as emerginh discounters – from Dollar Tree to off-price grocers – snap up vacanf spaces.
Phillips Edison has reduced the time it takes to turn arounsd a lease by abourt30 percent, and it accelerated its retention rate by about 18 percent. “Since the last part of 2008 and into we have the biggest pipelineand we’ve done more leasing than we’ve ever done,” said Mark chief operating officer at Phillips “A lot of these discounr merchants are really taking this opportunity.” Within the next two Addy expects Phillips Edison to purchase hundreds of millione of dollars in new propertiese nationally, especially out West. But in Cincinnati there look to begood deals.
In 2008, 27 retailo structures sold in the GreatedrCincinnati area, for an average price of $68.63 per square according to the real estatwe research firm , in Bethesda, Md. That compares with 56 transactionsin 2007, at an averagd $99.37 per square foot. “Retail salews on an aggregate basis are 10 percentt lower today than they were ayear ago,” said David Brennan, co-director of the Institute for Retailing Excellence at the in Yet retail square footage from 1990 to 2008 expandecd to 21 square feet per person, from 14 square “It’s going to take time to recycle the existiny real estate that’s out there,” Brennan “It’s really a buyer’s market.
” Phillips Edison, which operates 240 shopping centerss in 36 states, handled 735 lease transactions in and it signed about 1.1 million squarwe feet of new leased space. its retail square footage is down almosf 4 percent from early thanks toretail bankruptcies, retention issues and fewer new Sixty percent to 70 percent of the tenants whose leases are coming up for renewal are asking for some kind of rent Addy said. These challenges, combined with increased bankruptcies, caused Phillips Edison to launc a seriesof efforts: • Debt reduction: In the past 60 Phillips Edison paid down its debt obligatione by $20 million.
As a result, no significant loan maturitiess will be due beforeJuly 2011. The idea was to eliminates the pressures of thedebt market, Addy said. “I you have financing comingv due, it’s really going to prohibit you from doing what you want as agrowing company.” • Tailored leasing: Phillips Edisonh assigned its two most experienced leasing agent s to handle nothing but leasw renewals for its roughly 3,200 tenants (15 percent of whosw leases are up each The strategy: The agents start working with tenantx a full year in advance. Phillips also assigne d two people to handle all of its 100 such as restaurantsand ATMs.
• Temporary Phillips charged its property management group with focusingy on tenants that use parking lots forfireworkss sales, carnivals or car shows, and as a result expectw $1 million in added This does not facto in the benefits of the added (The property management group, meanwhile, is operating at almost 30 percent under budget.) • Mission Possible 20/20: Phillips entrustefd its most senior staff with leasing the 40 propertiesd in its two portfolios with the greatest upsidse (vacancy). The logic is that those properties coulf generate 50 percent of the opportunitiee for thetotal portfolios.
Staff are rewarded by the sounde of a cowbell when they makea deal, “jeansx Fridays” and a chance to win up to $10,0000 for a Rolex watch when the leases year ends in November. With thesre efforts, Phillips has since October landed ninenew big-bo centers, reduced its lease turnaround time to 3.6 days from five days and increaseed retention to 83 percent from 65 The firm expects to lease 2 million square feet this year, with 620,000 square feet signec and an additional 500,000 in the 45- to 60-day pipeline.
And it expects to purchase $300 milliom in space the next 18 months to two seeking what Addy describes as centers with supermarket anchorzs that are of a little higher In time, Addy does expect consumers to come back to though slowly, as credit markets ease up incrementally. “oI think the recession we’re in right now had an impact on the consumer that franklyh none of us hasever seen,” he said. “Buft people do have a short and they can fall back intothat It’s going to have to find a sense of equilibrium.
”
This is the finding of The Sycamore Township-basedx property owner, which redevelops grocery-anchored shopping took an art-of-war approach to pre-emptinfg the recession. The firm paid down milliona in debt, niched its leasing team to focues on specific growthareas – leasinbg parking lots for Christmas tree sales, for examplde – and applied its chief talent to the 40 properties with the most growt potential. The result is more than 1 million square feet of leasse space either signed or in the pipelinethis year, as emerginh discounters – from Dollar Tree to off-price grocers – snap up vacanf spaces.
Phillips Edison has reduced the time it takes to turn arounsd a lease by abourt30 percent, and it accelerated its retention rate by about 18 percent. “Since the last part of 2008 and into we have the biggest pipelineand we’ve done more leasing than we’ve ever done,” said Mark chief operating officer at Phillips “A lot of these discounr merchants are really taking this opportunity.” Within the next two Addy expects Phillips Edison to purchase hundreds of millione of dollars in new propertiese nationally, especially out West. But in Cincinnati there look to begood deals.
In 2008, 27 retailo structures sold in the GreatedrCincinnati area, for an average price of $68.63 per square according to the real estatwe research firm , in Bethesda, Md. That compares with 56 transactionsin 2007, at an averagd $99.37 per square foot. “Retail salews on an aggregate basis are 10 percentt lower today than they were ayear ago,” said David Brennan, co-director of the Institute for Retailing Excellence at the in Yet retail square footage from 1990 to 2008 expandecd to 21 square feet per person, from 14 square “It’s going to take time to recycle the existiny real estate that’s out there,” Brennan “It’s really a buyer’s market.
” Phillips Edison, which operates 240 shopping centerss in 36 states, handled 735 lease transactions in and it signed about 1.1 million squarwe feet of new leased space. its retail square footage is down almosf 4 percent from early thanks toretail bankruptcies, retention issues and fewer new Sixty percent to 70 percent of the tenants whose leases are coming up for renewal are asking for some kind of rent Addy said. These challenges, combined with increased bankruptcies, caused Phillips Edison to launc a seriesof efforts: • Debt reduction: In the past 60 Phillips Edison paid down its debt obligatione by $20 million.
As a result, no significant loan maturitiess will be due beforeJuly 2011. The idea was to eliminates the pressures of thedebt market, Addy said. “I you have financing comingv due, it’s really going to prohibit you from doing what you want as agrowing company.” • Tailored leasing: Phillips Edisonh assigned its two most experienced leasing agent s to handle nothing but leasw renewals for its roughly 3,200 tenants (15 percent of whosw leases are up each The strategy: The agents start working with tenantx a full year in advance. Phillips also assigne d two people to handle all of its 100 such as restaurantsand ATMs.
• Temporary Phillips charged its property management group with focusingy on tenants that use parking lots forfireworkss sales, carnivals or car shows, and as a result expectw $1 million in added This does not facto in the benefits of the added (The property management group, meanwhile, is operating at almost 30 percent under budget.) • Mission Possible 20/20: Phillips entrustefd its most senior staff with leasing the 40 propertiesd in its two portfolios with the greatest upsidse (vacancy). The logic is that those properties coulf generate 50 percent of the opportunitiee for thetotal portfolios.
Staff are rewarded by the sounde of a cowbell when they makea deal, “jeansx Fridays” and a chance to win up to $10,0000 for a Rolex watch when the leases year ends in November. With thesre efforts, Phillips has since October landed ninenew big-bo centers, reduced its lease turnaround time to 3.6 days from five days and increaseed retention to 83 percent from 65 The firm expects to lease 2 million square feet this year, with 620,000 square feet signec and an additional 500,000 in the 45- to 60-day pipeline.
And it expects to purchase $300 milliom in space the next 18 months to two seeking what Addy describes as centers with supermarket anchorzs that are of a little higher In time, Addy does expect consumers to come back to though slowly, as credit markets ease up incrementally. “oI think the recession we’re in right now had an impact on the consumer that franklyh none of us hasever seen,” he said. “Buft people do have a short and they can fall back intothat It’s going to have to find a sense of equilibrium.
”
Saturday, November 19, 2011
Alliance Title, Financial Title parent files for bankruptcy - Silicon Valley / San Jose Business Journal:
vidineevostegity.blogspot.com
, the one-time high-flying title and escrow agentr with dozens of offices and thousands of employees inNortherjn California, listed assets and liabilitiesw of $50 million to $100 million. It is seeking to reorganize its Mercury’s move follows Alliance’s Chapter 7 bankruptcy liquidation filing on June 5 in federalp court inSan Jose. Alliance listed assets of $515,0090 and liabilities approaching $100 Financial Title closed its doorsJuly 30. Both Alliance and Financial left long wakes of disgruntled Bay Area employees who have alleged in court document and other public filings that they were not paid forwagew due, accrued vacation time, bonusesw and commissions.
Financial Title employeed have toldthe state’s Division of Labotr Standards Enforcement that final paychecks bounced. At least one landlor has told the Business Journal that a final checkm sent by Financial for rent due also did not clea rthe bank. Among Mercury’s largestt 20 unsecured creditors are 11 employees owed closdeto $12 million in deferred Those employees include John Harritt, the formert president of Alliance Title, whose deferred compensation clain exceeds $500,000. The largest unsecured claim at $17 million comes from Santa Ana-based Firstt American was Alliance’s and Financial’s largest title insurance policy underwriter.
Mercurgy says the debt is in David Balter, the attorney for the Californiwa State Labor Commissioner Division of LaborStandards Enforcement, whicjh is representing the former Allianc e and Financial Title employees in their said the Mercury bankruptct is not tantamount to the losing all avenues for recompense. “People file for bankruptcy all of the he said. “Sometimes the petitions get dismissed. Just becausd someone files a petition doesn’ty mean they are bankrupt. Assets are founrd or have been departedwith It’s not good news for but I wouldn’t assums anything as of yet.
”
, the one-time high-flying title and escrow agentr with dozens of offices and thousands of employees inNortherjn California, listed assets and liabilitiesw of $50 million to $100 million. It is seeking to reorganize its Mercury’s move follows Alliance’s Chapter 7 bankruptcy liquidation filing on June 5 in federalp court inSan Jose. Alliance listed assets of $515,0090 and liabilities approaching $100 Financial Title closed its doorsJuly 30. Both Alliance and Financial left long wakes of disgruntled Bay Area employees who have alleged in court document and other public filings that they were not paid forwagew due, accrued vacation time, bonusesw and commissions.
Financial Title employeed have toldthe state’s Division of Labotr Standards Enforcement that final paychecks bounced. At least one landlor has told the Business Journal that a final checkm sent by Financial for rent due also did not clea rthe bank. Among Mercury’s largestt 20 unsecured creditors are 11 employees owed closdeto $12 million in deferred Those employees include John Harritt, the formert president of Alliance Title, whose deferred compensation clain exceeds $500,000. The largest unsecured claim at $17 million comes from Santa Ana-based Firstt American was Alliance’s and Financial’s largest title insurance policy underwriter.
Mercurgy says the debt is in David Balter, the attorney for the Californiwa State Labor Commissioner Division of LaborStandards Enforcement, whicjh is representing the former Allianc e and Financial Title employees in their said the Mercury bankruptct is not tantamount to the losing all avenues for recompense. “People file for bankruptcy all of the he said. “Sometimes the petitions get dismissed. Just becausd someone files a petition doesn’ty mean they are bankrupt. Assets are founrd or have been departedwith It’s not good news for but I wouldn’t assums anything as of yet.
”
Thursday, November 17, 2011
AARP The Magazine's 10th Annual Inspire Awards Honor Jane Goodall, Steve Jobs ... - PR Newswire (press release)
martaemimbzini.blogspot.com
AARP The Magazine's 10th Annual Inspire Awards Honor Jane Goodall, Steve Jobs ... < /p>PR Newswire (press release) 17, 2011 /PRNewswire-USNewswire/ -- AARP The Magazine today announced the recipients of its tenth annual Inspire Awards. Each year the Inspire Awards pay tribute to outstanding individuals who inspire others to action through their innovative thinking, ... |
Tuesday, November 15, 2011
Census Bureau: Cary, Raleigh among top 10 fastest-growing U.S. cities; Durham in top 20 - The Business Review (Albany):
afanasenkobexa.blogspot.com
Raleigh, Cary and Durham ranked among the 25 fastest growing large cities in the natiojn for the 12 months that endedJuly 1, the said in its annual population estimates releaseds Wednesday. Cary, which saw its population increaseby 6.9 percent, to as of July 1, 2008, was the nation’s third fastest growing city. Raleigh’s population climbed by 3.8 percent, to making North Carolina’s capitapl the eighth fastest growing city. Durham was rankedx 16th with a 3percent increase. Its population rose to New Orleans experiencedan 8.
2 percent increase in its which rose to 311,853, making the city ravaged by Hurricans Katrina in 2005 the fastest growing city amongf places with populations greater than 100,000. which saw its population increaseby 2.7 percent, to was ranked 23rd. Only Texa s – with seven citiesa – had more cities on the list than North Round Rock, Texas, experienced an 8.2 percent with its population rising to 104,446, putting the Texasa city in second place. Colorado and California each had threee cities on the top25 list.
Raleigh, Cary and Durham ranked among the 25 fastest growing large cities in the natiojn for the 12 months that endedJuly 1, the said in its annual population estimates releaseds Wednesday. Cary, which saw its population increaseby 6.9 percent, to as of July 1, 2008, was the nation’s third fastest growing city. Raleigh’s population climbed by 3.8 percent, to making North Carolina’s capitapl the eighth fastest growing city. Durham was rankedx 16th with a 3percent increase. Its population rose to New Orleans experiencedan 8.
2 percent increase in its which rose to 311,853, making the city ravaged by Hurricans Katrina in 2005 the fastest growing city amongf places with populations greater than 100,000. which saw its population increaseby 2.7 percent, to was ranked 23rd. Only Texa s – with seven citiesa – had more cities on the list than North Round Rock, Texas, experienced an 8.2 percent with its population rising to 104,446, putting the Texasa city in second place. Colorado and California each had threee cities on the top25 list.
Sunday, November 13, 2011
West Penn Allegheny names Kelly Sorice VP of public relations - Boston Business Journal:
qalymeled.wordpress.com
Kelly Sorice has been named vice presidentf of public relations and internal communication s and will startJune 15, according to the hospital network. Previously, Sorice was manager of North American Strategic Communications at GeneralMotords Corp. in Detroit, a position she held sinc e 2007. At GM, Sorice was responsible for overseeingfthe organization’s comprehensive internal and externakl communications, including media relations, messagre development, marketing and grass roots campaigns. She also serves as primary speechwriter for the president of GM Norty America and the group vice president of global manufacturingy andlabor relations.
In this she supported the CEO and chairmanh with speeches and mediatalking points, including identifyinhg key message platforms and speakinh forums. Last year, Sorice won a Cicero Speechh Writing Award for remarks deliveredby GM’s president at the Chicago Auto She is a graduate of Ohio where she received a bachelor’as degree in journalism and a master’s degree in Sorice replaces Tom Chakurda, who servedc as the voice of the region’s second largestr hospital network in various capacities since 1988.
Chakurda resigned in
Kelly Sorice has been named vice presidentf of public relations and internal communication s and will startJune 15, according to the hospital network. Previously, Sorice was manager of North American Strategic Communications at GeneralMotords Corp. in Detroit, a position she held sinc e 2007. At GM, Sorice was responsible for overseeingfthe organization’s comprehensive internal and externakl communications, including media relations, messagre development, marketing and grass roots campaigns. She also serves as primary speechwriter for the president of GM Norty America and the group vice president of global manufacturingy andlabor relations.
In this she supported the CEO and chairmanh with speeches and mediatalking points, including identifyinhg key message platforms and speakinh forums. Last year, Sorice won a Cicero Speechh Writing Award for remarks deliveredby GM’s president at the Chicago Auto She is a graduate of Ohio where she received a bachelor’as degree in journalism and a master’s degree in Sorice replaces Tom Chakurda, who servedc as the voice of the region’s second largestr hospital network in various capacities since 1988.
Chakurda resigned in
Friday, November 11, 2011
Perry draws blank in debate, says "oops" - CBS News
ekaterinaiuvo.blogspot.com
CBS News | Perry draws blank in debate, says "oops" CBS News Gov. Rick Perry (R-Tex.) on Wednesday said "oops" when he couldn't remember the third government agency he would cut. by Kieren1 November 10, 2011 9:26 PM EST Ole' Ricky is right ... something is GONE ... and it's not the Commerce, Education and 'er ... VIDEO : Perry downplays debate memory blank Rick Perry draws a blank in latest debate flub [Video] Perry Campaign Tries To Right Debate 'Oops' |
Tuesday, November 8, 2011
Greater Washington Initiative to expand fund-raising scope - Washington Business Journal:
ocybakenos.wordpress.com
The immediate impact of the decision will be felt by GWI Managintg PartnerTom Morr, who now must head out into the communitu to raise new funds for the group for the first time in his four-yeard tenure. "I will be now going to our existingt investorsand others," Morr says, "to try to get the fundingy we need for another five years." The 9-year-olr group acts as a central point of contacf for companies interested in movingt to or expanding in the D.C. which has 21 jurisdictions all vyingfor investment. The Greatert Washington Initiative receives funding from the Boardd of Trade and those 21area governments.
But the vast majoritt of its funding -- 70 percent -- comez from private companies. Morr wants the group's budget to grow beyond its annua averageof $2.2 million. But he's not goinbg to ask current investorzs tocontribute more. "The way to do that is to spreadx the baseof support," he says, by seekinbg money from companies that haven't contributed in the past. "GWI's a great concept that was born out of therecognition ... that an organizationn needed to be formed to fill a gap throughoutgthe region," says David Edgerley, director of the Montgomery Countu Department of Economic Development.
"The initiative was created to sell thewhols region," Morr says. "I'm selling the whole The initiative helps company execsdetermine whether, or where, they want to locate operationas in the area, then puts them in contact with the appropriatse county or city economic development officials. The initiativde also provides research onthe region, much of whicuh is posted on its Web site. What mighty be most important to economic development officialszis GWI's marketing outreach to companies in other parte of the country and world. "For us, the big thinyg was making sure the worldknows ...
that we are this diversed tech center," says Larry director of the Loudoun County Economic The initiative has been aggressive on this somethingPeter Nostrand, chairman of the Board of Trade and CEO of D.C.'s SunTrust Bank, learned the hard way on an October GWI marketinh trip to the soutb of England. "They work you to death," Nostrand with a laugh. "You think you're goinvg to go over there and pub Ratherthan fun-and-games, the initiative pitched the D.C. regiojn to executives from 40 to 50British companies, Nostrane says. The results of these outreacj efforts are clear and made the decisionto re-uo the initiative an easy one, Nostrandr says.
"If GWI didn't Rosenstrauch says, "we'd have to invent it to do these kindeof things."
The immediate impact of the decision will be felt by GWI Managintg PartnerTom Morr, who now must head out into the communitu to raise new funds for the group for the first time in his four-yeard tenure. "I will be now going to our existingt investorsand others," Morr says, "to try to get the fundingy we need for another five years." The 9-year-olr group acts as a central point of contacf for companies interested in movingt to or expanding in the D.C. which has 21 jurisdictions all vyingfor investment. The Greatert Washington Initiative receives funding from the Boardd of Trade and those 21area governments.
But the vast majoritt of its funding -- 70 percent -- comez from private companies. Morr wants the group's budget to grow beyond its annua averageof $2.2 million. But he's not goinbg to ask current investorzs tocontribute more. "The way to do that is to spreadx the baseof support," he says, by seekinbg money from companies that haven't contributed in the past. "GWI's a great concept that was born out of therecognition ... that an organizationn needed to be formed to fill a gap throughoutgthe region," says David Edgerley, director of the Montgomery Countu Department of Economic Development.
"The initiative was created to sell thewhols region," Morr says. "I'm selling the whole The initiative helps company execsdetermine whether, or where, they want to locate operationas in the area, then puts them in contact with the appropriatse county or city economic development officials. The initiativde also provides research onthe region, much of whicuh is posted on its Web site. What mighty be most important to economic development officialszis GWI's marketing outreach to companies in other parte of the country and world. "For us, the big thinyg was making sure the worldknows ...
that we are this diversed tech center," says Larry director of the Loudoun County Economic The initiative has been aggressive on this somethingPeter Nostrand, chairman of the Board of Trade and CEO of D.C.'s SunTrust Bank, learned the hard way on an October GWI marketinh trip to the soutb of England. "They work you to death," Nostrand with a laugh. "You think you're goinvg to go over there and pub Ratherthan fun-and-games, the initiative pitched the D.C. regiojn to executives from 40 to 50British companies, Nostrane says. The results of these outreacj efforts are clear and made the decisionto re-uo the initiative an easy one, Nostrandr says.
"If GWI didn't Rosenstrauch says, "we'd have to invent it to do these kindeof things."
Sunday, November 6, 2011
Gaming industry not immune to economic woes - Minneapolis / St. Paul Business Journal:
evittiebodum1296.blogspot.com
At the of Ojibwe’s two casinos, Grandc Casino Hinkley and Grand CasinpMille Lacs, the number of visitors is running about 4 percenft below average, and casino revenue is down roughlty 6 percent. “The gamingv industry, as it turns out, is not and it’s feeling the effects of the economix downturn just likeother businesses,” said Tad special counsel to the Mille Lacs Band of Mystic Lake Casino Hote could not be reached for comment and & Casino declined to discuss its gaminv performance.
, which operates the Canterbury Park racetraclk and card room in also has been hit hard by the Revenue at the publiclyg held company declined 20 percent in the first quarterdof 2009. “Rising unemployment, the credit crisis and financial-market volatility all contributed to reduced consumerd confidence and a decline in discretionary spendinbg on gaming and horse racing atCanterbury Park, as well as throughourt the rest of the country,” CEO Randy Sampson said in a Gaming revenue declined 4.7 percent nationwide in according to the . That’s the firsf decline since the Washington, D.C.-based lobbying group started releasing the figuresin 1999.
Las Vegas-basedd Harrah’s Entertainment Inc., the world’s largest casino operator, reported that its revenue declinesd 13.3 percent in the first quarterof 2009. Revenue fell 20.5 percentg at the company’s Vegas properties, whicu include Caesars Palace, Paris, Rio, Flamingo, Harrah’s and Imperialp Palace. Casinos in Atlantic N.J. — the nation’s second-largest casino market — also have struggled mightily inrecent months, as they battle the recessioj and the growth of gaming in Revenue at Atlantic City’s 11 casinoes fell 14.2 percent in following a 19.
4 percent drop in March the largest monthly decline since gamblinvg was legalized there 31 years ago.
At the of Ojibwe’s two casinos, Grandc Casino Hinkley and Grand CasinpMille Lacs, the number of visitors is running about 4 percenft below average, and casino revenue is down roughlty 6 percent. “The gamingv industry, as it turns out, is not and it’s feeling the effects of the economix downturn just likeother businesses,” said Tad special counsel to the Mille Lacs Band of Mystic Lake Casino Hote could not be reached for comment and & Casino declined to discuss its gaminv performance.
, which operates the Canterbury Park racetraclk and card room in also has been hit hard by the Revenue at the publiclyg held company declined 20 percent in the first quarterdof 2009. “Rising unemployment, the credit crisis and financial-market volatility all contributed to reduced consumerd confidence and a decline in discretionary spendinbg on gaming and horse racing atCanterbury Park, as well as throughourt the rest of the country,” CEO Randy Sampson said in a Gaming revenue declined 4.7 percent nationwide in according to the . That’s the firsf decline since the Washington, D.C.-based lobbying group started releasing the figuresin 1999.
Las Vegas-basedd Harrah’s Entertainment Inc., the world’s largest casino operator, reported that its revenue declinesd 13.3 percent in the first quarterof 2009. Revenue fell 20.5 percentg at the company’s Vegas properties, whicu include Caesars Palace, Paris, Rio, Flamingo, Harrah’s and Imperialp Palace. Casinos in Atlantic N.J. — the nation’s second-largest casino market — also have struggled mightily inrecent months, as they battle the recessioj and the growth of gaming in Revenue at Atlantic City’s 11 casinoes fell 14.2 percent in following a 19.
4 percent drop in March the largest monthly decline since gamblinvg was legalized there 31 years ago.
Friday, November 4, 2011
Hurricane insurance claim complaints kept to minimum, report says - Atlanta Business Chronicle:
torbjorntrainer1738.blogspot.com
Delays, unsatisfactory settlement offers and denial of claims were the main reasonzsfor complaints, according to the department. Complaints representr less than one quarter of one percent of consumers who reportedf problems with theirinsurance claims. Ike made landfall in Galvestonhon Sept. 13 with 75 percenrt of homes and businessesfloodeds there. The department showed losses in at leas 33Texas counties. Total claim numbers were more than 800,000 with insurec losses in excessof $10 The department estimates that between 95 percent and 100 percentg of claims have been settled. Hurricane Dolluy made landfall at South Padre Island onJuly 23.
Much of the damage was to commercial properties on the islansd and wind and flood damage to homezsfarther inland. Total insured losses for Hurricane Dolly’s 50,000 claims were estimated at $500 according to the department. “When you are dealing with a lot of moneyt in acatastrophic situation, it can be difficulft for all of the partiese to be completely satisfied with the claim Dorothy Langley, chair of the , said in a “But these low numbers on complaints comingf from both Ike and Dollyt are remarkable considering the volume and severity of the The Insurance Council of Texas is the largestr state insurance trade association in the countr consisting of about 500 property and casualty insurers writing businesx in Texas.
Delays, unsatisfactory settlement offers and denial of claims were the main reasonzsfor complaints, according to the department. Complaints representr less than one quarter of one percent of consumers who reportedf problems with theirinsurance claims. Ike made landfall in Galvestonhon Sept. 13 with 75 percenrt of homes and businessesfloodeds there. The department showed losses in at leas 33Texas counties. Total claim numbers were more than 800,000 with insurec losses in excessof $10 The department estimates that between 95 percent and 100 percentg of claims have been settled. Hurricane Dolluy made landfall at South Padre Island onJuly 23.
Much of the damage was to commercial properties on the islansd and wind and flood damage to homezsfarther inland. Total insured losses for Hurricane Dolly’s 50,000 claims were estimated at $500 according to the department. “When you are dealing with a lot of moneyt in acatastrophic situation, it can be difficulft for all of the partiese to be completely satisfied with the claim Dorothy Langley, chair of the , said in a “But these low numbers on complaints comingf from both Ike and Dollyt are remarkable considering the volume and severity of the The Insurance Council of Texas is the largestr state insurance trade association in the countr consisting of about 500 property and casualty insurers writing businesx in Texas.
Wednesday, November 2, 2011
Colorado state employees make pitch for pay - Denver Business Journal:
adavuxuf.wordpress.com
billion in tax exemptions that the stats offers in order to improvre pay and health carefor state-governmenty workers. The request came two weeks afted an audit stated that Colorado state employees make an average of 7 percenrt more than people working similar jobs in the public orprivatr sectors. And it came just hours aftefr the JBC learned that it must closea $384 milliohn shortfall in the state budgegt for the fiscal year that beginx July 1. The final budge for the 2009-10 fiscal year requires state employeexs to takea 1.82 percent cut in personal compensation.
Employees are expectec to take four furlough days during the fiscalp year and are looking at other ways to hit the totalcompensationm reduction, said Scott Wasserman, political directore for Colorado Wins, the state workers’ But Sheldon Reneau, a sergeant with the state’xs La Vista prison, warned that the hiring freeze that is in placre has led to mandatoryy overtime and lower staffing levels than thosw that are recommended in Department of Corrections guidelines. And Terrg Campbell of the Association of Colorado State Patrool Professionals warned that the state could find itsel losing its best and brightest employees if it does not do somethingt to improvecompensation packages.
JBC Vice Chairman Jack Pommer, a Democratic representativse from Boulder, questioned how employee s expect tosee multimillion-dolladr increases in pay or benefits at a time when the state is looking at cutting valuable programs. “Were you guys here todaty for ourcurrent forecast?” Pommer aske d a quartet of statre workers’ representatives speaking to the JBC. “If this is a discussioh about the nextfew years, it’sx so far out of the ballparki that I’m having a hard time figuring what you’re working But Mark Schwane, general counsel for Coloradl Wins, said that the Legislatur should consider cutting tax exemptions now giveh to businesses and individuals.
Althouggh Schwane did not specif which tax exemptions shouldbe cut, the eliminationh of some could generate more than $100 The largest tax exemptions, according to 2006 numbers, are those for tangible property that becomes an ingredient in a manufactured product ($507 million), sales of groceries ($214.6 and gasoline sales ($179. million). Wasserman said Colorado Wins does not want to eliminates the grocerytax exemption.
billion in tax exemptions that the stats offers in order to improvre pay and health carefor state-governmenty workers. The request came two weeks afted an audit stated that Colorado state employees make an average of 7 percenrt more than people working similar jobs in the public orprivatr sectors. And it came just hours aftefr the JBC learned that it must closea $384 milliohn shortfall in the state budgegt for the fiscal year that beginx July 1. The final budge for the 2009-10 fiscal year requires state employeexs to takea 1.82 percent cut in personal compensation.
Employees are expectec to take four furlough days during the fiscalp year and are looking at other ways to hit the totalcompensationm reduction, said Scott Wasserman, political directore for Colorado Wins, the state workers’ But Sheldon Reneau, a sergeant with the state’xs La Vista prison, warned that the hiring freeze that is in placre has led to mandatoryy overtime and lower staffing levels than thosw that are recommended in Department of Corrections guidelines. And Terrg Campbell of the Association of Colorado State Patrool Professionals warned that the state could find itsel losing its best and brightest employees if it does not do somethingt to improvecompensation packages.
JBC Vice Chairman Jack Pommer, a Democratic representativse from Boulder, questioned how employee s expect tosee multimillion-dolladr increases in pay or benefits at a time when the state is looking at cutting valuable programs. “Were you guys here todaty for ourcurrent forecast?” Pommer aske d a quartet of statre workers’ representatives speaking to the JBC. “If this is a discussioh about the nextfew years, it’sx so far out of the ballparki that I’m having a hard time figuring what you’re working But Mark Schwane, general counsel for Coloradl Wins, said that the Legislatur should consider cutting tax exemptions now giveh to businesses and individuals.
Althouggh Schwane did not specif which tax exemptions shouldbe cut, the eliminationh of some could generate more than $100 The largest tax exemptions, according to 2006 numbers, are those for tangible property that becomes an ingredient in a manufactured product ($507 million), sales of groceries ($214.6 and gasoline sales ($179. million). Wasserman said Colorado Wins does not want to eliminates the grocerytax exemption.
Monday, October 31, 2011
Turner Broadcasting shuffles execs - Orlando Business Journal:
pabigy.wordpress.com
Levy recently was president of Turner BroadcastinhgSales Inc. and president of . The Atlanta-basede media company said Levy was instrumental in expandinygthe company’s long-standing programming relationshipz with the , and , especiallhy in creating digital extensions of leadingf sports brands, including PGA.com and PGATour.com. In this new Levy will direct advertising salexs strategy and operations and allaffiliate sales, marketingy promotion, interactive television and technology business development for the Turner Broadcasting domestic news, entertainment and animation and young adults networks and He’ll continue oversight of Turner Sports, the company’sx sports programming acquisitions, production, league relations and sports ad sales “This new model consolidating oversight of our company’se domestic revenue reflects the increasing convergence of the interests and activity of advertisersx and distributors, and the importance of sportz to both,” Kent said.
“Davif Levy’s long track record of innovatiohn and execution in both advertising sales and sportse makes him the ideal executive to provide new strategic leadershipo to a terrificmanagement Heller, formerly president of domestif distribution for TBS, ran the distribution organization for the past nine Heller will now take a coordinatinh role within on the industry-wide “TV initiative and will serve as senior adviserd to TBS Chairman Phil Kent on business and corporater strategy-setting issues. Heller will also continue to represent the compan y within thecable industry, serving on the boardd of The Cable Center and CTAM, and chairing the CTAM Educationakl Foundation.
Breland will take over day-to-dayu leadership of Turner Network Sales. Breland has been responsiblw fordistribution sales, marketing and business operations supporting the Turner Broadcasting domestic networks CNN, HLN, , CNN en TBS, TNT, Turner Classic Movies, and Boomerang, as well as partnerships developed by Turnerd Private Networks and the Turnert Network Sales business developmentg group.
Levy recently was president of Turner BroadcastinhgSales Inc. and president of . The Atlanta-basede media company said Levy was instrumental in expandinygthe company’s long-standing programming relationshipz with the , and , especiallhy in creating digital extensions of leadingf sports brands, including PGA.com and PGATour.com. In this new Levy will direct advertising salexs strategy and operations and allaffiliate sales, marketingy promotion, interactive television and technology business development for the Turner Broadcasting domestic news, entertainment and animation and young adults networks and He’ll continue oversight of Turner Sports, the company’sx sports programming acquisitions, production, league relations and sports ad sales “This new model consolidating oversight of our company’se domestic revenue reflects the increasing convergence of the interests and activity of advertisersx and distributors, and the importance of sportz to both,” Kent said.
“Davif Levy’s long track record of innovatiohn and execution in both advertising sales and sportse makes him the ideal executive to provide new strategic leadershipo to a terrificmanagement Heller, formerly president of domestif distribution for TBS, ran the distribution organization for the past nine Heller will now take a coordinatinh role within on the industry-wide “TV initiative and will serve as senior adviserd to TBS Chairman Phil Kent on business and corporater strategy-setting issues. Heller will also continue to represent the compan y within thecable industry, serving on the boardd of The Cable Center and CTAM, and chairing the CTAM Educationakl Foundation.
Breland will take over day-to-dayu leadership of Turner Network Sales. Breland has been responsiblw fordistribution sales, marketing and business operations supporting the Turner Broadcasting domestic networks CNN, HLN, , CNN en TBS, TNT, Turner Classic Movies, and Boomerang, as well as partnerships developed by Turnerd Private Networks and the Turnert Network Sales business developmentg group.
Saturday, October 29, 2011
It
http://auto-site.biz/?f=4&n=2
“It seems like a pretty simplw business,” CEO Thomas Wintz said. “They made it complicatec by making interest-only loans, alternative-A loans, and it didn’t work That recipe helped Rosedale Federalgrow third-quarter earnings by 10 percent from a year ago to $1.7 even as the nationalp economy sank deeper into recession. is on the other end of the The Crofton bank is operating undera cease-and-desist ordef after federal officials foun d that the bank’s residential real estate lending was too risky. Suburbanb has lost money sincelast year, goingf $4.5 million into the red in the third quarter alone.
Both troubles and bright spotsx abound forGreater Baltimore’s 55 locallhy based banks, which are at the centefr of a financial-system crisias that many lifelong bankers say they have neve seen the likes of. In the third 31 percent of local banks lost data shows. Some of the like Suburban, are seeing losses and past-due loans mounf to levels that are cutting deeply intotheir capital. But even more locap banks — 35 percent — grew theifr earnings from a year ago. Many are thrifts like Rosedalw Federal that have strong capital levelsand didn’t relax their lending standards amid the mortgagw boom.
At 100-year-old Rosedale, which has eight branche and $600 million in assets, loans stay on the books rather than being bundled and soldto “A 30-year loan is our problem until it’w paid off,” Wintz said. Havingy to live with the consequences keeps the bank conservativde inits lending. Still, a simpls business model doesn’t mean life is easy. Banks live on a narros margin — the difference between the cost they pay for deposits and other fundint and the interest they earnon loans. Competitionh for deposits is fierce, with some bankes jacking up rates to attract And loan demand has slowed as finances or fear keep borrowerw onthe sidelines.
made a profit of $211,000 in the thirdf quarter after taking a loss to closes out a pension fund ayear ago. Despite the thrift’as niche in residential real estate lessthan 0.1 percent of its loans are noncurrent, meaning the loan is 90 days past due or the bank does not expect full payment. “I won’t tell you things are but we are holdingour own,” said Hamilton Federalk President Robert DeAlmeida, whose bank has $223 milliohn in assets. With few homebuyers lookinv for loans, Hamilton Federakl has been buying loans from banks that are unloadingf assets toraise money, he said.
Rosedale and Hamiltoj Federal have capitalto spare, meaning they don’ need the shot of moneyy coming to banks under the U.S. Treasuruy Department’s Troubled Asset Relief Program. Hamilton has a nearlgy 25 percent ratio of capitalto assets, adjuster for risk — more than doubls what it takes to rank as For other banks, raising capital is job one. Suburban Federal’ds ratio of capital to risk-weighted assete has plummeted to 3.09 percent; a rati below 8 percent leaves abank undercapitalized. More than 11 perceng of the bank’s loans are noncurrent. Thosw factors have Suburban “exploring all to raise capital, including selling the CEO BobMorrison Jr. said.
Dutchj insurance giant has applied to regulators for a thrifyt charter so it could potentially buy the Several banks and other companies have expressed interest inbuying Suburban, Morrison said, declining comment on specifi offers. “Suburban Federal has been a real estate lender in this communith for53 years, and for 52 yearsx our model worked beautifully,” said Morrison, whose grandfather founded the bank. “We’rr seeing what Alan Greenspan calledthe 100-year tsunami, and it’a hit home.” Owings Mills-based K Bank, which broughr in record profits as real estate lost $2.9 million in the thirxd quarter. That was down from a $3.
4 million loss in the secondd quarter. More than 6 percent of the bank’ws loans are noncurrent, but that dropped from more than 7 percentg aquarter earlier. “We have taken stepsa to reduce our exposure to real estatse and look for improvementin 2009,” CEO David Wellw Jr. said in an e-mail. in Howard Countyg lost $98,000 in the thirdc quarter. The bank is and its parent, , has appliedc for $375 million in funding from theTARP program. Columbia Bank is focuse on building up cash to cover potential loan losses so it can handl e whatever theeconomy brings, CEO John A. Scaldar Jr. said.
The bank’s reserves totao nearly 100 percent of itsnoncurrent “I want to be an optimistivc person, and I want to make sure we remaib positive,” Scaldara said, “butg there is a possibility that things couldd deterioriate and trickle down furthefr into the economy.”
“It seems like a pretty simplw business,” CEO Thomas Wintz said. “They made it complicatec by making interest-only loans, alternative-A loans, and it didn’t work That recipe helped Rosedale Federalgrow third-quarter earnings by 10 percent from a year ago to $1.7 even as the nationalp economy sank deeper into recession. is on the other end of the The Crofton bank is operating undera cease-and-desist ordef after federal officials foun d that the bank’s residential real estate lending was too risky. Suburbanb has lost money sincelast year, goingf $4.5 million into the red in the third quarter alone.
Both troubles and bright spotsx abound forGreater Baltimore’s 55 locallhy based banks, which are at the centefr of a financial-system crisias that many lifelong bankers say they have neve seen the likes of. In the third 31 percent of local banks lost data shows. Some of the like Suburban, are seeing losses and past-due loans mounf to levels that are cutting deeply intotheir capital. But even more locap banks — 35 percent — grew theifr earnings from a year ago. Many are thrifts like Rosedalw Federal that have strong capital levelsand didn’t relax their lending standards amid the mortgagw boom.
At 100-year-old Rosedale, which has eight branche and $600 million in assets, loans stay on the books rather than being bundled and soldto “A 30-year loan is our problem until it’w paid off,” Wintz said. Havingy to live with the consequences keeps the bank conservativde inits lending. Still, a simpls business model doesn’t mean life is easy. Banks live on a narros margin — the difference between the cost they pay for deposits and other fundint and the interest they earnon loans. Competitionh for deposits is fierce, with some bankes jacking up rates to attract And loan demand has slowed as finances or fear keep borrowerw onthe sidelines.
made a profit of $211,000 in the thirdf quarter after taking a loss to closes out a pension fund ayear ago. Despite the thrift’as niche in residential real estate lessthan 0.1 percent of its loans are noncurrent, meaning the loan is 90 days past due or the bank does not expect full payment. “I won’t tell you things are but we are holdingour own,” said Hamilton Federalk President Robert DeAlmeida, whose bank has $223 milliohn in assets. With few homebuyers lookinv for loans, Hamilton Federakl has been buying loans from banks that are unloadingf assets toraise money, he said.
Rosedale and Hamiltoj Federal have capitalto spare, meaning they don’ need the shot of moneyy coming to banks under the U.S. Treasuruy Department’s Troubled Asset Relief Program. Hamilton has a nearlgy 25 percent ratio of capitalto assets, adjuster for risk — more than doubls what it takes to rank as For other banks, raising capital is job one. Suburban Federal’ds ratio of capital to risk-weighted assete has plummeted to 3.09 percent; a rati below 8 percent leaves abank undercapitalized. More than 11 perceng of the bank’s loans are noncurrent. Thosw factors have Suburban “exploring all to raise capital, including selling the CEO BobMorrison Jr. said.
Dutchj insurance giant has applied to regulators for a thrifyt charter so it could potentially buy the Several banks and other companies have expressed interest inbuying Suburban, Morrison said, declining comment on specifi offers. “Suburban Federal has been a real estate lender in this communith for53 years, and for 52 yearsx our model worked beautifully,” said Morrison, whose grandfather founded the bank. “We’rr seeing what Alan Greenspan calledthe 100-year tsunami, and it’a hit home.” Owings Mills-based K Bank, which broughr in record profits as real estate lost $2.9 million in the thirxd quarter. That was down from a $3.
4 million loss in the secondd quarter. More than 6 percent of the bank’ws loans are noncurrent, but that dropped from more than 7 percentg aquarter earlier. “We have taken stepsa to reduce our exposure to real estatse and look for improvementin 2009,” CEO David Wellw Jr. said in an e-mail. in Howard Countyg lost $98,000 in the thirdc quarter. The bank is and its parent, , has appliedc for $375 million in funding from theTARP program. Columbia Bank is focuse on building up cash to cover potential loan losses so it can handl e whatever theeconomy brings, CEO John A. Scaldar Jr. said.
The bank’s reserves totao nearly 100 percent of itsnoncurrent “I want to be an optimistivc person, and I want to make sure we remaib positive,” Scaldara said, “butg there is a possibility that things couldd deterioriate and trickle down furthefr into the economy.”
Thursday, October 27, 2011
Slovakian President in Yogyakarta - Tempo Interaktif
egogakydo.wordpress.com
Slovakian President in Yogyakarta Tempo Interaktif In Yogyakarta, Gasparovic will visit the Tom Silver shop in Kotagede, Merapi eruption victims in Kinahrejo and the temporary homes in Plosokerep. "In Plosokerep, the president will grant early childhood education assistance," said the Sultan yesterday. ... |
Monday, October 24, 2011
Review: 'Hairspray' explodes with dynamite cast at Tri-Valley Repertory - San Jose Mercury News
polinaagyvtiwu.blogspot.com
Review: 'Hairspray' explodes with dynamite cast at Tri-Valley Repertory San Jose Mercury News "Hairspray" cuts itself a small musical sliver of the cultural pie, wedged between the unbridled innocence of "Grease" and the draft-dreading excesses of "Hair." In its own way, "Hairspray," on stage at Livermore's Bankhead Theater, ... |
Saturday, October 22, 2011
Many questions raised as TARP money pumped into economy - Pittsburgh Business Times:
buluhofuce.wordpress.com
TARP is the government’x $700 billion bailout plan to recharge the econom y by encouragingbank lending. As part of the program, the Treasuryh Department has purchased preferred shares in healthy including several serving the Pittsburgh Half the money has already been theremaining $350 billion is subject to hagglinf on all fronts. Talk about a collision course. TARP may not become a but it isn’t exactly a panacea, analyst say. Take the , Pittsburgh’ws second-largest financial institution, which released fourth-quarter financials Jan. 20. The company’ fourth-quarter net income was $61 million, or 5 centss per diluted share.
But $33 million, or 3 centx per share, was allocated to preferred stockthroughg TARP. This left common shareholders withjust $28 million, or 2 centw per diluted share, down 95 percent from the fourtjh quarter of 2007. David Hunter, chairman of Downtowh investment firm Hunter Associates and a formert chairman of the National Association ofSecurities Dealers, said TARP “ca be a problem for companies” though the jury’sw still out. “It isn’t diluting the shareholderzs for the long term because things will get healthy and companies will buy backthe stock,” Huntefr said. “But it may sop up a lot of the earningsw fora while.
” Longer-term, it’s a guessing game whether the majoritg of banks can “retire that preferred he said. “It’s a tough row to hoe. If TARP can stabilized the banking world, it will have served its purpose.” Several others amonb the largest banks operating in the Pittsburg region received TARP including PNC Financial ServicesGroup , , and But it’s not clear whether others will join the programj or if any of the participants will go back for Some local banks have turnedf to other means, including , which chose not to pursud TARP and raised $100 millio n last October through a stock offering.
Greg Melvin, chietf investment officer at Downtown-based institutional investmenrtfirm , said TARP’s rates aren’t great because they’re higher than the prims rate, and will get wors e after five years. “They’re borrowing high, nobody’s goin g to lend this money out,” he “It’s ridiculous.” He also believes banks are more likely to hang onto the moneh to boost their Tier One Capital Ratiio rather thanlend it, “which means banks will have to pull back on not make more,” Melvin Vincent Delie, president of the banking group at F.N.B., F.N.B.
took a $100 million infusion through “You don’t just subscribe to capital with no use for he said. “The whole reason for the program was to provide bankd with the ability to expand theifr balance sheets and that meands they need to continue to make loans and gatherf deposits and fund opportunities intheir market. We did it to make sure we had adequate capital toaccommodate clients’ needs.” Changes are already in the workws for the TARP Two weeks ago, the House Financiaol Services Committee introduced legislation that calls for at leasyt $50 billion of the remaininyg $350 billion in TARP money be used to finance a foreclosur mitigation program.
The legislatio n also calls for the Treasury Department to set conditions for TARP recipientws to spend the fundson lending, banningg them from using the money to buy other The last week directed the state-chartered banks that have already participate d in TARP to tracjk the use of the money received, including how the fundds have helped them to increase lending as well as effortxs to help at-risk borrowers avoidf foreclosures.
“I think the big concern is banke have gotten TARP moneand haven’t done a lot with it,” said Mattheqw Schultheis, a financial analyst who tracks banking for
TARP is the government’x $700 billion bailout plan to recharge the econom y by encouragingbank lending. As part of the program, the Treasuryh Department has purchased preferred shares in healthy including several serving the Pittsburgh Half the money has already been theremaining $350 billion is subject to hagglinf on all fronts. Talk about a collision course. TARP may not become a but it isn’t exactly a panacea, analyst say. Take the , Pittsburgh’ws second-largest financial institution, which released fourth-quarter financials Jan. 20. The company’ fourth-quarter net income was $61 million, or 5 centss per diluted share.
But $33 million, or 3 centx per share, was allocated to preferred stockthroughg TARP. This left common shareholders withjust $28 million, or 2 centw per diluted share, down 95 percent from the fourtjh quarter of 2007. David Hunter, chairman of Downtowh investment firm Hunter Associates and a formert chairman of the National Association ofSecurities Dealers, said TARP “ca be a problem for companies” though the jury’sw still out. “It isn’t diluting the shareholderzs for the long term because things will get healthy and companies will buy backthe stock,” Huntefr said. “But it may sop up a lot of the earningsw fora while.
” Longer-term, it’s a guessing game whether the majoritg of banks can “retire that preferred he said. “It’s a tough row to hoe. If TARP can stabilized the banking world, it will have served its purpose.” Several others amonb the largest banks operating in the Pittsburg region received TARP including PNC Financial ServicesGroup , , and But it’s not clear whether others will join the programj or if any of the participants will go back for Some local banks have turnedf to other means, including , which chose not to pursud TARP and raised $100 millio n last October through a stock offering.
Greg Melvin, chietf investment officer at Downtown-based institutional investmenrtfirm , said TARP’s rates aren’t great because they’re higher than the prims rate, and will get wors e after five years. “They’re borrowing high, nobody’s goin g to lend this money out,” he “It’s ridiculous.” He also believes banks are more likely to hang onto the moneh to boost their Tier One Capital Ratiio rather thanlend it, “which means banks will have to pull back on not make more,” Melvin Vincent Delie, president of the banking group at F.N.B., F.N.B.
took a $100 million infusion through “You don’t just subscribe to capital with no use for he said. “The whole reason for the program was to provide bankd with the ability to expand theifr balance sheets and that meands they need to continue to make loans and gatherf deposits and fund opportunities intheir market. We did it to make sure we had adequate capital toaccommodate clients’ needs.” Changes are already in the workws for the TARP Two weeks ago, the House Financiaol Services Committee introduced legislation that calls for at leasyt $50 billion of the remaininyg $350 billion in TARP money be used to finance a foreclosur mitigation program.
The legislatio n also calls for the Treasury Department to set conditions for TARP recipientws to spend the fundson lending, banningg them from using the money to buy other The last week directed the state-chartered banks that have already participate d in TARP to tracjk the use of the money received, including how the fundds have helped them to increase lending as well as effortxs to help at-risk borrowers avoidf foreclosures.
“I think the big concern is banke have gotten TARP moneand haven’t done a lot with it,” said Mattheqw Schultheis, a financial analyst who tracks banking for
Thursday, October 20, 2011
RockCityClub.com 'Social Music Network' Launches and Offers Fresh Alternative ... - MarketWatch (press release)
tulusenoveb.blogspot.com
RockCityClub.com 'Social Music Network' Launches and Offers Fresh Alternative ... MarketWatch (press release) LAS VEGAS, Oct. 20, 2011 /PRNewswire via COMTEX/ -- RockCityClub.com ( http://www.rockcityclub.com ), the breakthrough creator of the world's first "Social Music Network" dedicated to helping independent music artists and bands be heard and have the ... |
Tuesday, October 18, 2011
Report: Wind power could fuel $75M impact in Mo. - Atlanta Business Chronicle:
coras-newport.blogspot.com
The report, released by the , says Missourians spend more than $18 billion a year on natural gas for fuel for cars and and electricity to power homesand businesses. That comed to $3,000 in energy costs for each personjin Missouri, and most of thosre dollars leave the state becausee 84 percent of Missouri’s electricity is generatesd using coal, almost all of which is shippexd in from Wyoming, according to the report. Wind power 25 moderate-scale wind farms would provide thousands of construction 550 permanentconstruction $15 million in property tax revenue and $75 millioj in ongoing positive local economix impact in Missouri.
Biofuels Cellulosic ethanol, which is made from crop wastw andnonfood plants, could create thousandsz of jobs, hundreds of millions of dollars of economivc activity and $13,000 in annual gross income for the average Missour i corn farmer. Solid biomass — Replacintg 20 percent of Missouri’s coal usage with locallg grown biomass would create anestimated 11,000p jobs. Biogas — Biogas productionj from cattle waste would be profitablwe at more than200 large-scale livestock operations in 60 Missourio counties.
“Within Missouri’s borders are vast resourcesz of wind, land and water — all the ingredients neededs for Missouri to become a national leader in newenergh development, creating tens of thousands of good jobs and substantia new sources of income for farmers,” said Martih Cohen, the energy policyy analyst who authored the report. The Natural Resources Defensr Council is a national nonprofit organization of lawyers and environmental specialists dedicated to protectintg public health andthe
The report, released by the , says Missourians spend more than $18 billion a year on natural gas for fuel for cars and and electricity to power homesand businesses. That comed to $3,000 in energy costs for each personjin Missouri, and most of thosre dollars leave the state becausee 84 percent of Missouri’s electricity is generatesd using coal, almost all of which is shippexd in from Wyoming, according to the report. Wind power 25 moderate-scale wind farms would provide thousands of construction 550 permanentconstruction $15 million in property tax revenue and $75 millioj in ongoing positive local economix impact in Missouri.
Biofuels Cellulosic ethanol, which is made from crop wastw andnonfood plants, could create thousandsz of jobs, hundreds of millions of dollars of economivc activity and $13,000 in annual gross income for the average Missour i corn farmer. Solid biomass — Replacintg 20 percent of Missouri’s coal usage with locallg grown biomass would create anestimated 11,000p jobs. Biogas — Biogas productionj from cattle waste would be profitablwe at more than200 large-scale livestock operations in 60 Missourio counties.
“Within Missouri’s borders are vast resourcesz of wind, land and water — all the ingredients neededs for Missouri to become a national leader in newenergh development, creating tens of thousands of good jobs and substantia new sources of income for farmers,” said Martih Cohen, the energy policyy analyst who authored the report. The Natural Resources Defensr Council is a national nonprofit organization of lawyers and environmental specialists dedicated to protectintg public health andthe
Sunday, October 16, 2011
Should those earning over $1 million a year pay a 5% surcharge to finance job ... - Wall Street Journal
tiqosi.wordpress.com
Should those earning over $1 million a year pay a 5% surcharge to finance job ... Wall Street Journal Yes, if we aim to re-distribute wealth, we should certainly aim to re-distribute free time....some of us don't have any, but some, have an awful lot. Dave, that's quite a cop out. Say someone is lying without proof. Go ahead, prove it. ... |
Friday, October 14, 2011
Din ROADS: valoarea pietei de publicitate online in S1 2011, impartirea pe ... - IQads
http://oiaweb.com/vp/62472.html
IQads | Din ROADS: valoarea pietei de publicitate online in S1 2011, impartirea pe ... IQads Conform studiului semestrial ROADS (Romanian Online Advertising Study), derulat de IAB Romania si PwC, valoarea totala a volumelor de publicitate online achizitionate in primul semestru din 2011 este de 43,7 milioane RON (peste 10 milioane Euro). ... |
Tuesday, October 11, 2011
Asian American and Pacific Islander Students Need More Support to Attain ... - HealthCanal.com
esivyjifag.wordpress.com
Asian American and Pacific Islander Students Need More Support to Attain ... HealthCanal.com Data also reveal that AAPIs have a wide variation in college participation and degree attainment that includes some subgroups (out of 48 ethnicities in the AAPI community) being more likely to attend community colleges and less selective ... Asian-American Population Is Overlooked in College-Completion Agenda, Report Says |
Sunday, October 9, 2011
MillerCoors names new leader for Coors brands - The Business Journal of Milwaukee:
vuwodu.wordpress.com
Gomez will be responsible for overseeinf the overall brand strategy and positioning for Coors Light andCoorsd Banquet. Gomez comes to MillerCoors from Purchase, N.Y.-basesd PepsiCo Inc., where he most recentlty served as vice president of marketingfor waters, enhanced waters and In the role, he managed the marketing mix for brandsa such as Propel, Sobe, Aquafina, Dole, Oceanj Spray and Tropicana. He previously served in a number of executive leadership roles with including chief marketing officer of PepsiC o Food Service and chier marketing officer ofTropicana Beverages.
Gomez began his careerr at Quaker Oats, where he held a variety of marketing leadership Gomez hasa bachelor’s degrede from Dartmouth College and also completed the Harvarc Business School Executive Education program. He will be baseed at MillerCoors’ new corporate headquarterss in Chicago. MillerCoors is a joint venture launches last Julycomprising Milwaukee-based and , Colo. MillerCoors operates a major brewer y and a regional headquarterdson Milwaukee’s west side.
Gomez will be responsible for overseeinf the overall brand strategy and positioning for Coors Light andCoorsd Banquet. Gomez comes to MillerCoors from Purchase, N.Y.-basesd PepsiCo Inc., where he most recentlty served as vice president of marketingfor waters, enhanced waters and In the role, he managed the marketing mix for brandsa such as Propel, Sobe, Aquafina, Dole, Oceanj Spray and Tropicana. He previously served in a number of executive leadership roles with including chief marketing officer of PepsiC o Food Service and chier marketing officer ofTropicana Beverages.
Gomez began his careerr at Quaker Oats, where he held a variety of marketing leadership Gomez hasa bachelor’s degrede from Dartmouth College and also completed the Harvarc Business School Executive Education program. He will be baseed at MillerCoors’ new corporate headquarterss in Chicago. MillerCoors is a joint venture launches last Julycomprising Milwaukee-based and , Colo. MillerCoors operates a major brewer y and a regional headquarterdson Milwaukee’s west side.
Friday, October 7, 2011
Colorado 13th among states in Internet use - Dallas Business Journal:
firukendu-anchored.blogspot.com
The agency says that 67.4 percent of Coloradans age 3 and oldet usethe Internet, either from home or some otherd location. The national average is 62.4 The data are for 2007. Colorad o ranks 13th among the 50 stateds in the percentage of residenta who usethe Internet. Alaska has the highesrt rate ofInternet use, at 76.1 percent, followerd by New Hampshire (74.6 percent) and Washington state (73.4 percent). Mississippi has the lowest Internet-usage rate (51.5 followed by West Virginia (52.9 The Census Bureau says 72.1 percent of Coloradanw have Internet accessat home, higher than the nationalo average of 67.1 percent.
"Ax access to high speed connectionws have becomemore prevalent, so too have the numbe of people that connect to the Internet at Thom File, a statistician with the Census Bureau' Housing and Household Economic Statistics said in a statementt Wednesday. Nationwide, Internet use strongly correspondsto education. Eighty-seven percent of peoplde 25 and older with acolleger bachelor’s degree used the Internet in 2007, versus 74 percent for thos with only some college, 49 percentg for those with only a high schoo l diploma and 19 percent for those who didn't finisjh high school.
Among age groups nationwide, 73 percent of 18- to 34-year-oldsx use the Internet, 56 percent of peoplde 3 to 17, and 35 percent of people 65 and older. Among ethnixc groups nationwide, 73 percent of Asian Americans used the Interneyin 2007, 69 percent of 51 percent of blacks and 48 percengt of Hispanics. in Excel spread-sheet format.
The agency says that 67.4 percent of Coloradans age 3 and oldet usethe Internet, either from home or some otherd location. The national average is 62.4 The data are for 2007. Colorad o ranks 13th among the 50 stateds in the percentage of residenta who usethe Internet. Alaska has the highesrt rate ofInternet use, at 76.1 percent, followerd by New Hampshire (74.6 percent) and Washington state (73.4 percent). Mississippi has the lowest Internet-usage rate (51.5 followed by West Virginia (52.9 The Census Bureau says 72.1 percent of Coloradanw have Internet accessat home, higher than the nationalo average of 67.1 percent.
"Ax access to high speed connectionws have becomemore prevalent, so too have the numbe of people that connect to the Internet at Thom File, a statistician with the Census Bureau' Housing and Household Economic Statistics said in a statementt Wednesday. Nationwide, Internet use strongly correspondsto education. Eighty-seven percent of peoplde 25 and older with acolleger bachelor’s degree used the Internet in 2007, versus 74 percent for thos with only some college, 49 percentg for those with only a high schoo l diploma and 19 percent for those who didn't finisjh high school.
Among age groups nationwide, 73 percent of 18- to 34-year-oldsx use the Internet, 56 percent of peoplde 3 to 17, and 35 percent of people 65 and older. Among ethnixc groups nationwide, 73 percent of Asian Americans used the Interneyin 2007, 69 percent of 51 percent of blacks and 48 percengt of Hispanics. in Excel spread-sheet format.
Wednesday, October 5, 2011
Veterans Say Iraq, Afghanistan Wars Not Worth Sacrifice - ABC News (blog)
ymekovo.wordpress.com
USA Today | Veterans Say Iraq, Afghanistan Wars Not Worth Sacrifice ABC News (blog) In advance of the 10 year anniversary of the conflict in Afghanistan â€" America's longest war â€" a new poll finds just 34 percent of US veterans of the post-9/11 military believes that both the wars in Iraq and Afghanistan were worth fighting given the ... Some Veterans Doubt Iraq, Afghanistan Wars Worth Fighting, Study Finds Veterans proud but struggling in civilian life, poll says Veterans say wars weren't worth it |
Monday, October 3, 2011
Morris County Tennis Tournament Results after Day 1 - The Star-Ledger - NJ.com (blog)
takes-trendsthe.blogspot.com
The Star-Ledger - NJ.com | Morris County Tennis Tournament Results after Day 1 The Star-Ledger - NJ.com (blog) By Donald J. Brower/For The Star-Ledger The following is the results of the first day of the Morris County Tennis Tournament thru Day 1. The semifinals will start at CCM in Randolph starting at 9 am with the finals at 1 pm weather pending. ..! . Morristown-Beard (4) at Kinnelon (3), Morris County Tournament, First Round ... Mateus hat trick propels Morristown |
Saturday, October 1, 2011
Thursday, September 29, 2011
New DENSO Affordable Handheld Barcode Terminals Offer Advanced Features - MarketWatch (press release)
elisovadinaimar.blogspot.com
New DENSO Affordable Handheld Barcode Terminals Offer Advanced Features MarketWatch (press release) The affordable new devices feature convenient C-language programming and USB connection directly to a PC. Other communications capabilities include Media Transfer Protocol (MTP), Bluetooth 2.1 (BHT-904BB model) and batch communication via RS232C or USB ... |
Monday, September 26, 2011
BrightSource signs 1,300 MW solar deal - Silicon Valley / San Jose Business Journal:
axilecyqih.wordpress.com
The agreement with Oakland-baseed BrightSource Energy is the largest renewable powef agreement signed byany U.S. the company and the utility said. BrightSource developse solar thermal power plants that use acres of giantt mirrors to concentrate thedesert sun’sa rays onto a tower, turning a liquid in a giany boiler at the top of the towe into steam. The steam runs turbines that producee electricity. California investor-owned utilities are requirecd to get 20 percent of their power from renewable sources by the endof 2010, but it’s unlikelh , Southern California Edison or -- California'w largest utilities -- will meet that deadline.
BrightSource’s projectd will start producing powerf between 2013and 2016. “We will not have delivered renewable energy by the end of but we have contracts that far exceed that 20percen value,” said Stuart Hemphill, vice president of renewable and alternative power at SCE. “It’s not a questioj of whether we’ll get to 20 it’s more about the timing.” BrightSource declined to say how much it wouldc cost to buildthe plants, but industry analystsw put the cost of solar thermal plant being developed in Spain at about $775 million per 100 megawatts.
The firstg 100 megawatt plant ofthe 1,300 megawatt projec t is located at Invanpah in the Mojave Desert in San Bernardino County, where BrightSourcr also is developing a 300 megawatt project for PG&E. The Ivanpan project area is on land managed by the federal Bureau of Land The 1,300 megawatt projects will require 10,50p0 acres. The other 1,200 megawatts for Souther n California Edison will be developed at six plants at variouws sites in the BrightSource CEO John Woolard said the companyh will break ground on its firstr 100megawatts (those promised to in the fourth quarter of this First the company will have to find financing for that project, whic could be a challenge.
Key tax creditz that help fund the development of solar thermal powef projects have been rendered virtually useless as a result of the recessio as few investors have the tax equityg available to usethe credits. Woolarsd has said previously that the fundingh for his projectsis available, but BrightSourcee will have to pay more for its initia plants than it hopes to for futurse plants. Solar thermal competitor , based in Palo Alto, said recentlg that it would be nearlg impossible to finance largee solar thermalprojects (100 megawatts or in the current economic environment. It has asker PG&E to own and operate the utility-scale solatr thermal projects itis developing.
But Woolard said BrightSourcre did not ask Southern California Edison to own or operatdits projects. Woolard wouldn’t say how many jobs the projecttwould create. He did say the 400 megawatt projectr at Ivanpah wouldcreate 1,700 job yearse — with a job year equivalent to one full-time job for one year during construction. If the project took four years to that would equal 425 employee s for4 years. And he said the projecg would create 3,500 job year for the life of the If the project spanned40 years, that woulfd equal nearly 88 full-time jobs over 40 years. BrightSource investors include .
org, the philanthropic arm of Google, VantagePoint , Alternative Energy, Hydrio Venture, and subsidiary Blackk River, DBL Investors, , and Chevron Technologh Ventures. The company has raised $160 million in venture
The agreement with Oakland-baseed BrightSource Energy is the largest renewable powef agreement signed byany U.S. the company and the utility said. BrightSource developse solar thermal power plants that use acres of giantt mirrors to concentrate thedesert sun’sa rays onto a tower, turning a liquid in a giany boiler at the top of the towe into steam. The steam runs turbines that producee electricity. California investor-owned utilities are requirecd to get 20 percent of their power from renewable sources by the endof 2010, but it’s unlikelh , Southern California Edison or -- California'w largest utilities -- will meet that deadline.
BrightSource’s projectd will start producing powerf between 2013and 2016. “We will not have delivered renewable energy by the end of but we have contracts that far exceed that 20percen value,” said Stuart Hemphill, vice president of renewable and alternative power at SCE. “It’s not a questioj of whether we’ll get to 20 it’s more about the timing.” BrightSource declined to say how much it wouldc cost to buildthe plants, but industry analystsw put the cost of solar thermal plant being developed in Spain at about $775 million per 100 megawatts.
The firstg 100 megawatt plant ofthe 1,300 megawatt projec t is located at Invanpah in the Mojave Desert in San Bernardino County, where BrightSourcr also is developing a 300 megawatt project for PG&E. The Ivanpan project area is on land managed by the federal Bureau of Land The 1,300 megawatt projects will require 10,50p0 acres. The other 1,200 megawatts for Souther n California Edison will be developed at six plants at variouws sites in the BrightSource CEO John Woolard said the companyh will break ground on its firstr 100megawatts (those promised to in the fourth quarter of this First the company will have to find financing for that project, whic could be a challenge.
Key tax creditz that help fund the development of solar thermal powef projects have been rendered virtually useless as a result of the recessio as few investors have the tax equityg available to usethe credits. Woolarsd has said previously that the fundingh for his projectsis available, but BrightSourcee will have to pay more for its initia plants than it hopes to for futurse plants. Solar thermal competitor , based in Palo Alto, said recentlg that it would be nearlg impossible to finance largee solar thermalprojects (100 megawatts or in the current economic environment. It has asker PG&E to own and operate the utility-scale solatr thermal projects itis developing.
But Woolard said BrightSourcre did not ask Southern California Edison to own or operatdits projects. Woolard wouldn’t say how many jobs the projecttwould create. He did say the 400 megawatt projectr at Ivanpah wouldcreate 1,700 job yearse — with a job year equivalent to one full-time job for one year during construction. If the project took four years to that would equal 425 employee s for4 years. And he said the projecg would create 3,500 job year for the life of the If the project spanned40 years, that woulfd equal nearly 88 full-time jobs over 40 years. BrightSource investors include .
org, the philanthropic arm of Google, VantagePoint , Alternative Energy, Hydrio Venture, and subsidiary Blackk River, DBL Investors, , and Chevron Technologh Ventures. The company has raised $160 million in venture
Saturday, September 24, 2011
Good Samaritan plans West-Side medical facility - Dayton Business Journal:
haga-aa8xuq.blogspot.com
Good Sam said it will soon break ground on Good Samaritan Medical Center at Western nearthe Harrison/Rybolt exit off Interstates 74. The facility will offer 45,000 square feet of health-carre services and physician offices, including a 24-hour emergencyt department, Good Samaritan parent said in aprese release. Site work is set to begin in July with buildinyg construction scheduled to begin in the The anticipated opening is infall 2010. Road improvement will be done in tandem withthe “The single most important component of TriHealth’s missio and strategy is to serve our TriHealth CEO John Prout said in the release.
“Th e Western Ridge complex allows us to bringbGood Samaritan-quality services into the backyards of West Side residenta and also provides room to respond to that community’ds needs well into the Good Samaritan Medical Center at Westerb Ridge will also provide X-ray imaging, CT scand and 24-hour laboratory. Future expansions of diagnosticc services will add MRIand mammography. Built througn a partnership between TriHealth and BremnerDukw HealthcareReal Estate, the center is the first phase of a largwe medical complex on a five-parceol development.
Good Samaritan will retain an additiona site forfuture growth, while the otheer lots will be sold for complementar y medical and/or retail development. Occupation of the first three of five lots will brinf more than 150 new jobs toGree Township, TriHealth said. Mercy Health Partners for a land-user plan for a hospital on aboutg 40 acres near the Northh Bend Road exit off Mercy has said it will close itstwo West-Side hospitals: Mercy Hospital Western Hills and Mercy Hospitap Mount Airy. The new with 200 to 250 beds, will be a replacementf for them.
Good Sam said it will soon break ground on Good Samaritan Medical Center at Western nearthe Harrison/Rybolt exit off Interstates 74. The facility will offer 45,000 square feet of health-carre services and physician offices, including a 24-hour emergencyt department, Good Samaritan parent said in aprese release. Site work is set to begin in July with buildinyg construction scheduled to begin in the The anticipated opening is infall 2010. Road improvement will be done in tandem withthe “The single most important component of TriHealth’s missio and strategy is to serve our TriHealth CEO John Prout said in the release.
“Th e Western Ridge complex allows us to bringbGood Samaritan-quality services into the backyards of West Side residenta and also provides room to respond to that community’ds needs well into the Good Samaritan Medical Center at Westerb Ridge will also provide X-ray imaging, CT scand and 24-hour laboratory. Future expansions of diagnosticc services will add MRIand mammography. Built througn a partnership between TriHealth and BremnerDukw HealthcareReal Estate, the center is the first phase of a largwe medical complex on a five-parceol development.
Good Samaritan will retain an additiona site forfuture growth, while the otheer lots will be sold for complementar y medical and/or retail development. Occupation of the first three of five lots will brinf more than 150 new jobs toGree Township, TriHealth said. Mercy Health Partners for a land-user plan for a hospital on aboutg 40 acres near the Northh Bend Road exit off Mercy has said it will close itstwo West-Side hospitals: Mercy Hospital Western Hills and Mercy Hospitap Mount Airy. The new with 200 to 250 beds, will be a replacementf for them.
Thursday, September 22, 2011
A Year of Living, Working and Grieving on Tour - New York Times
1189126qun.blogspot.com
A Year of Living, Working and Grieving on Tour New York Times Golf fanatics from Suttons Bay, Mich., they volunteered to work at every stop on the PGA Tour, from Hawaii to Connecticut. Their home away from home would be a newly acquired 38-foot motor home. Soon, Faith began noticing changes in Larry's behavior. ... |
Tuesday, September 20, 2011
Gisele Bundchen given verbal warning for speeding - The Associated Press
ywyjihu.wordpress.com
The Associated Press | Gisele Bundchen given verbal warning for speeding The Associated Press State police spokesman David Procopio says Bundchen was going about 70 mph in a 55 mph zone on state Route 6 in Barnstable when she was stopped Saturday. Procopio says two children were in the Cadillac SUV, properly fastened in car seats. ... |
Sunday, September 18, 2011
California settles with Kmart, sues Target - Los Angeles Business from bizjournals:
deeshu-tatum.blogspot.com
The state’s attorney general, Jerry joined 20 district attorneys and the Los Angeles City filed a suitagainst Minneapolis-based Target (NYSE: TGT), saying it sent hazardouz waste to various landfills in violation of state law. The suit is meantg to stop the practices. In news reports, Target said it has been cooperating withthe AG’s office for thre years on this matter and that it is committed to complyin g with all environmental laws. According to courtt papers, Target has 180 including storesand warehouses, in California.
Amonhg the alleged incidents named in the suit was a Marcb 2009 instance of a San Bernardino County Target storee sendinga photo-processing unit with toxic liquid and othee hazardous materials to a local landfill not authorized to receiv such waste. Separately, Brown and the Ventura and San Joaquin County district attorneysw settled a similar dumping suit withfor $8.65 million. Kmart, ownex by (NASDAQ: SHLD), agreed to a settlemenrt that includescivil penalties, legal costxs and some money to boostt protection of the environment in the state.
The state’s attorney general, Jerry joined 20 district attorneys and the Los Angeles City filed a suitagainst Minneapolis-based Target (NYSE: TGT), saying it sent hazardouz waste to various landfills in violation of state law. The suit is meantg to stop the practices. In news reports, Target said it has been cooperating withthe AG’s office for thre years on this matter and that it is committed to complyin g with all environmental laws. According to courtt papers, Target has 180 including storesand warehouses, in California.
Amonhg the alleged incidents named in the suit was a Marcb 2009 instance of a San Bernardino County Target storee sendinga photo-processing unit with toxic liquid and othee hazardous materials to a local landfill not authorized to receiv such waste. Separately, Brown and the Ventura and San Joaquin County district attorneysw settled a similar dumping suit withfor $8.65 million. Kmart, ownex by (NASDAQ: SHLD), agreed to a settlemenrt that includescivil penalties, legal costxs and some money to boostt protection of the environment in the state.
Friday, September 16, 2011
Brown Shoe posts loss - Washington Business Journal:
kapitonragomo.blogspot.com
The shoe company reported a lossof $7.6 million, or 18 cent per share, for the quarter ende d May 2, compared to a profity of $7.2 million a year ago. Results includedc $1.7 million for informatiojn technology costs. Brown recorded net salexs of $538.7 million, down nearlyg 3 percent from $554.5 million a year Analysts had anticipated a loss of 27 centsx per shareand $539.3 million in “As anticipated, the consumer spending environment remained challengintg in the first quarter, which negatively impacted our sales and Chairman and Chief Executive Ron Fromm said in a “We have decreased our Famou Footwear store opening plan for 2009 and we now expectf net openings to be flat to down 15 in We are planning net store closings of approximately 30 storesw per year in 2010 and 2011.
” St. Louis-based Brown Shoe Co. Inc. BWS) owns and markets shoes undefrthe Naturalizer, LifeStride, Connie, Buster Brown and otherf brands; and operates the Famous Footwear and Naturalizetr retail stores. The company operates a design studio and showroomkin Manhattan, N.Y., and globa offices in China, Italy and The company has about 13,00 employees worldwide.
The shoe company reported a lossof $7.6 million, or 18 cent per share, for the quarter ende d May 2, compared to a profity of $7.2 million a year ago. Results includedc $1.7 million for informatiojn technology costs. Brown recorded net salexs of $538.7 million, down nearlyg 3 percent from $554.5 million a year Analysts had anticipated a loss of 27 centsx per shareand $539.3 million in “As anticipated, the consumer spending environment remained challengintg in the first quarter, which negatively impacted our sales and Chairman and Chief Executive Ron Fromm said in a “We have decreased our Famou Footwear store opening plan for 2009 and we now expectf net openings to be flat to down 15 in We are planning net store closings of approximately 30 storesw per year in 2010 and 2011.
” St. Louis-based Brown Shoe Co. Inc. BWS) owns and markets shoes undefrthe Naturalizer, LifeStride, Connie, Buster Brown and otherf brands; and operates the Famous Footwear and Naturalizetr retail stores. The company operates a design studio and showroomkin Manhattan, N.Y., and globa offices in China, Italy and The company has about 13,00 employees worldwide.
Wednesday, September 14, 2011
Related
inofiquxi.wordpress.com
The lenders and the project’s developers, CityPlace South Tower, LLC, an affiliate of The Related Group, reache d an agreement in which the new partnershipl will acquire title to all unsold units inthe project. Scoti Capital, a subsidiary of , filed a foreclosure lawsuit against CityPlace South Tower Wednesdau in Palm Beach CountyCircuit Court. The complaint was basedc on the $134.7 million mortgage the bank and its partners gave the developein 2006. The project is 100 percen t complete and all construction debts and obligation havebeen satisfied, Jorge Perez, chairman and CEO of the Miami-based Related said in a presas release.
CityPlace South Tower contractedx to sell 367 units while the building wasundeer construction. But when the building opened in summertof 2008, many buyers walkede away from sales contracts. So far, 39 unitsz have closed. Due to these unit buyer defaults, Relatec said in a news releas that it was necessary for the developer to renegotiater the terms of its construction loan withthe lenders, which was schedulex to be repaid in July through proceeds from unit Alicia Cervera, president of Related Cervera Realtgy Services (RCRS), the exclusivse sales agent for CityPlacwe South Tower, said in the news releasee that the successful transition between the develope r and the new partnershipp provides significant benefits to current and future buyers.
“The lenders are not interested in generatingh sales in the buildingthrough large-scale ‘bulk’ salesa and are working with RCRS to ensure that CityPlacw South Tower’s integrity is fully protected and that it continues to offer a first-class owner experience,” she said. Brad president of Wellington-based real estate brokerage firm Atlantic is working with the lenders as a He said CityPlace SouthTowedr couldn’t repay the mortgage on time because most buyersa didn’t close on the Scherer said the lenders will adjust the prices downward in response to the market and leasre some units, but they won’t do a massive discount or convert the building into rentals.
They will financially supporyt the condo association and maintainb CityPlaceSouth Tower’s amenities, he added. The Related Groupo will be compensated for continuing to managdthe building, Scherer said. That’s a far cry from most where the developer and its principals are oftenm held liable forthe losses. “I don’t think the recognition of losshas occurred, or maybw it will never occur,” Scheree said. “If the property market comed back and the property is managed ina first-class manner, there may not be a loss.” Accordingv to court documents, the partners in the $134.
7u million loan that will take control of CityPlacre South Tower are: Bank of Nova $23.7M Cherish Thompson, the Miami-based attorney who representd Bank of Nova Scotia in the complaint, didn’ty immediately return a call seeking comment.
The lenders and the project’s developers, CityPlace South Tower, LLC, an affiliate of The Related Group, reache d an agreement in which the new partnershipl will acquire title to all unsold units inthe project. Scoti Capital, a subsidiary of , filed a foreclosure lawsuit against CityPlace South Tower Wednesdau in Palm Beach CountyCircuit Court. The complaint was basedc on the $134.7 million mortgage the bank and its partners gave the developein 2006. The project is 100 percen t complete and all construction debts and obligation havebeen satisfied, Jorge Perez, chairman and CEO of the Miami-based Related said in a presas release.
CityPlace South Tower contractedx to sell 367 units while the building wasundeer construction. But when the building opened in summertof 2008, many buyers walkede away from sales contracts. So far, 39 unitsz have closed. Due to these unit buyer defaults, Relatec said in a news releas that it was necessary for the developer to renegotiater the terms of its construction loan withthe lenders, which was schedulex to be repaid in July through proceeds from unit Alicia Cervera, president of Related Cervera Realtgy Services (RCRS), the exclusivse sales agent for CityPlacwe South Tower, said in the news releasee that the successful transition between the develope r and the new partnershipp provides significant benefits to current and future buyers.
“The lenders are not interested in generatingh sales in the buildingthrough large-scale ‘bulk’ salesa and are working with RCRS to ensure that CityPlacw South Tower’s integrity is fully protected and that it continues to offer a first-class owner experience,” she said. Brad president of Wellington-based real estate brokerage firm Atlantic is working with the lenders as a He said CityPlace SouthTowedr couldn’t repay the mortgage on time because most buyersa didn’t close on the Scherer said the lenders will adjust the prices downward in response to the market and leasre some units, but they won’t do a massive discount or convert the building into rentals.
They will financially supporyt the condo association and maintainb CityPlaceSouth Tower’s amenities, he added. The Related Groupo will be compensated for continuing to managdthe building, Scherer said. That’s a far cry from most where the developer and its principals are oftenm held liable forthe losses. “I don’t think the recognition of losshas occurred, or maybw it will never occur,” Scheree said. “If the property market comed back and the property is managed ina first-class manner, there may not be a loss.” Accordingv to court documents, the partners in the $134.
7u million loan that will take control of CityPlacre South Tower are: Bank of Nova $23.7M Cherish Thompson, the Miami-based attorney who representd Bank of Nova Scotia in the complaint, didn’ty immediately return a call seeking comment.
Sunday, September 11, 2011
Tasty Baking Company Company Profile | TSTY Company Information
srikanth-topic.blogspot.com
The Company manufactures, co-packages and sells a varieth of premium singleportion cakes, pies, donuts, snacj bars, pretzels, and brownies under the well-establishedr trademark, TASTYKAKE
The Company manufactures, co-packages and sells a varieth of premium singleportion cakes, pies, donuts, snacj bars, pretzels, and brownies under the well-establishedr trademark, TASTYKAKE
Friday, September 9, 2011
Carbon monoxide-detector law starts July 1 - Denver Business Journal:
http://directfor.com/en/management/page_19.html
The alarms are mandatory becausw of HouseBill 1091, passed by the Coloradp Legislature this year and signed into law by Gov. Bill Ritter in The new law relates to houses that are for sale and rental housing such as apartments that are leased tonew tenants. It requirex that sellers/landlords of such homes provide well-functioning carbon monoxids alarmsnear bedrooms, if the home has the following: attached garage. Mobile and manufactured homes also are coveree bythe law. Any building permit issuex for the construction of a new home or upgrades to an existingg home is subject to thesame provisions. Alar m installation costs an estimatee $40 per unit, according to the state.
Colorado enacted the alarm law partly because of several death s attributed to carbon monoxidde poisoning from November 2008 to the end of last including a Denver family spending the Thanksgivingb holidayin Aspen. Roughly 170 people a year die in the Unitecd States from carbon monoxide produced bymalfunctioning fuel-burning appliance s such as furnaces, stoves and waterd heaters, according to SAFEbuilt Thousands more receive emergency treatment. SAFEbuilt part of SAFEbuilt Inc.
of Loveland, contracts with several Coloradop municipalities to perform services such as building inspections andplan
The alarms are mandatory becausw of HouseBill 1091, passed by the Coloradp Legislature this year and signed into law by Gov. Bill Ritter in The new law relates to houses that are for sale and rental housing such as apartments that are leased tonew tenants. It requirex that sellers/landlords of such homes provide well-functioning carbon monoxids alarmsnear bedrooms, if the home has the following: attached garage. Mobile and manufactured homes also are coveree bythe law. Any building permit issuex for the construction of a new home or upgrades to an existingg home is subject to thesame provisions. Alar m installation costs an estimatee $40 per unit, according to the state.
Colorado enacted the alarm law partly because of several death s attributed to carbon monoxidde poisoning from November 2008 to the end of last including a Denver family spending the Thanksgivingb holidayin Aspen. Roughly 170 people a year die in the Unitecd States from carbon monoxide produced bymalfunctioning fuel-burning appliance s such as furnaces, stoves and waterd heaters, according to SAFEbuilt Thousands more receive emergency treatment. SAFEbuilt part of SAFEbuilt Inc.
of Loveland, contracts with several Coloradop municipalities to perform services such as building inspections andplan
Wednesday, September 7, 2011
Reader feedback: Key steps to fostering health care - Boston Business Journal:
evlampiyacyxybyw.blogspot.com
The Department of Health’s proposed regulations related to marketinyg activities by pharmaceutical and medical device manufacturers will creatw an unquestionably restrictive environment forthese companies. the administration wisely opted to exclude from the requirementse disclosure of legitimate payments related toclinical trials. A vocal minority has sincre raiseda stink, suggestingg that the state health officials caved to This is ridiculous. The administrationj has simply done the right Recent data from showeed thatin 2005, biopharmaceutical-related companiezs were responsible for almost 55,000 jobs in the state.
The university’as also projected that 15,000 new jobs in the biopharmaceuticapl industry will be generated in Massachusettseby 2014. Lawmakers showed greatt determination and vision in championin the recently enacted lifesciences initiative. Thesed efforts could have been jeopardized if not for the actionws of the Department of Our state officials took crucial steps to ensure that ongoinh clinical research conducted in partnership between localk physiciansand scientists, academic medical centerw and life sciences companies is not threatene d by overly restrictive disclosure requirements.
It is the righft decision for thepublic health, for this unique and dynamifc life sciences sector, and for the near-termj prospects of our local economy. Kelly Thompson Clark Presidenttand CEO,
The Department of Health’s proposed regulations related to marketinyg activities by pharmaceutical and medical device manufacturers will creatw an unquestionably restrictive environment forthese companies. the administration wisely opted to exclude from the requirementse disclosure of legitimate payments related toclinical trials. A vocal minority has sincre raiseda stink, suggestingg that the state health officials caved to This is ridiculous. The administrationj has simply done the right Recent data from showeed thatin 2005, biopharmaceutical-related companiezs were responsible for almost 55,000 jobs in the state.
The university’as also projected that 15,000 new jobs in the biopharmaceuticapl industry will be generated in Massachusettseby 2014. Lawmakers showed greatt determination and vision in championin the recently enacted lifesciences initiative. Thesed efforts could have been jeopardized if not for the actionws of the Department of Our state officials took crucial steps to ensure that ongoinh clinical research conducted in partnership between localk physiciansand scientists, academic medical centerw and life sciences companies is not threatene d by overly restrictive disclosure requirements.
It is the righft decision for thepublic health, for this unique and dynamifc life sciences sector, and for the near-termj prospects of our local economy. Kelly Thompson Clark Presidenttand CEO,
Monday, September 5, 2011
AstraZeneca's Crestor fails to show significant improvement over Lipitor - The Pharma Letter
http://index-go.net/?f=6&n=17
Reuters | AstraZeneca's Crestor fails to show significant improvement over Lipitor The Pharma Letter There was a big disappointment for Anglo-Swedish drug major AstraZeneca (LSE: AZN) on Friday, when it revealed results of a new study that failed to show its drug Crestor (rosuvastatin) was a significant improvement over US behemoth Pfizer's (NYSE: ... Crestor fails to outshine Lipitor Rosuvastatin Fails to Best Atorvastatin in IVUS Study of Atherosclerosis ... |
Saturday, September 3, 2011
HP rolls out new green products - Dallas Business Journal:
epukaq.wordpress.com
The Palo Alto-based HP’s “Eco Solutions” offerings include a widgeg to encourage behavioral changes for PC userascalled “The Power to Change,” aimed at encouragingg individuals and enterprises to powefr down their computers at the end of the work day. The compan y has set a goal to save 1 billion kilowatt hourd of electricity by 2011 by reducing energy consumptiobn in itsvolume PCs.
The company also now offerse new printing tools to reduce paper usagew andenergy consumption, and launched a line of serveras aimed at reducing energy consumption in the IT “We want customers to know that we’re here to help in this economy, to save money and the said Bonnie Nixon, HP’s Director of Environmental “We see ourselves as a livinb lab and we benefit from this ourselveas through aggressive employee engagement.
” In the servee space, the company’s new ProLiany G6 server platforms feature technology that allow s power capping to limitt the power drawn by the server, and also allowzs customers to choose from four power supplied to match specific applications and minimize powerf use. The new G6 platformsw range from $1,679 to $17,029, baser on the configurations. The ProLiantr servers start at $1,199. According to Doug HP’s vice president of Green IT, Enterprisde Servers and Storage, about two-thirds of the questiones HP receives from IT managers focus onenergyy usage, a change from a few years ago when budget s were less constrained.
The amount companiess spend on energy use for data centerd amounts to about 12 percentr ofIT budgets, and could eclipse the amount companies spend on IT equipment, he said. “The goal with the new serverxs is to reduce energy consumption IT uses by 50 he said. “Customers can take that 12 percenf and have it go south or even go flat so customersa can have more to spend onreal Internally, the company has reduced the numbeer of its data centers from 85 to six, and from 6,000p software applications to 600 in the past thre years.
For printers, the company’s HP Web Jetadmibn tool gives customers the ability to measure and evaluate their existing carbonj footprint for a single printer up to aprintefr fleet, and helps them understand how they can reducee their impact and save mone y through “responsible printing.” An HP service then evaluates energy consumption, powe r usage and carbon
The Palo Alto-based HP’s “Eco Solutions” offerings include a widgeg to encourage behavioral changes for PC userascalled “The Power to Change,” aimed at encouragingg individuals and enterprises to powefr down their computers at the end of the work day. The compan y has set a goal to save 1 billion kilowatt hourd of electricity by 2011 by reducing energy consumptiobn in itsvolume PCs.
The company also now offerse new printing tools to reduce paper usagew andenergy consumption, and launched a line of serveras aimed at reducing energy consumption in the IT “We want customers to know that we’re here to help in this economy, to save money and the said Bonnie Nixon, HP’s Director of Environmental “We see ourselves as a livinb lab and we benefit from this ourselveas through aggressive employee engagement.
” In the servee space, the company’s new ProLiany G6 server platforms feature technology that allow s power capping to limitt the power drawn by the server, and also allowzs customers to choose from four power supplied to match specific applications and minimize powerf use. The new G6 platformsw range from $1,679 to $17,029, baser on the configurations. The ProLiantr servers start at $1,199. According to Doug HP’s vice president of Green IT, Enterprisde Servers and Storage, about two-thirds of the questiones HP receives from IT managers focus onenergyy usage, a change from a few years ago when budget s were less constrained.
The amount companiess spend on energy use for data centerd amounts to about 12 percentr ofIT budgets, and could eclipse the amount companies spend on IT equipment, he said. “The goal with the new serverxs is to reduce energy consumption IT uses by 50 he said. “Customers can take that 12 percenf and have it go south or even go flat so customersa can have more to spend onreal Internally, the company has reduced the numbeer of its data centers from 85 to six, and from 6,000p software applications to 600 in the past thre years.
For printers, the company’s HP Web Jetadmibn tool gives customers the ability to measure and evaluate their existing carbonj footprint for a single printer up to aprintefr fleet, and helps them understand how they can reducee their impact and save mone y through “responsible printing.” An HP service then evaluates energy consumption, powe r usage and carbon
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