Globe and Mail | Re-diagnosis boosts Richards-Ross gold quest Chicago Tribune LONDON (Reuters) - American Sanya Richard-Ross, who five years ago was so badly afflicted with mouth ulcers she could barely talk, is confident, fit and most of » |
martes, 31 de julio de 2012
Re-diagnosis boosts Richards-Ross gold quest - Chicago Tribune
plesciamipukoa1855.blogspot.com
lunes, 30 de julio de 2012
Romania's President Survives Vote on Ousting Him - New York Times
domnaofyvisyhojo.blogspot.com
Deseret News | Romania's President Survives Vote on Ousting Him New York Times Under voting rules, the referendum could only be valid if more than 50 percent of eligible voters turned out to vote. With 97.5 percent of the votes counted, the central election bureau said Monday morning that the turnout was 46.13 per cent. About 87 ... Low turnout kills Romania impeachment, figures suggest Romania Set for Further Political Turmoil After Vote Romanians vote whether to oust president |
sábado, 28 de julio de 2012
Baptist pioneering new Siemens technology - Wichita Business Journal:
iwyqaxewun.wordpress.com
Designed to increase efficiency and decreasw costs by honing in on Soarian system will be installed inthe 10-hospital Baptistt system beginning "late 2002 or early 2003," accordinbg to Charles Jones, chief information officeer at Baptist. Jones says the cost of implementing the new systen and its infrastructure will bein "the tens of millionas of dollars." Baptist officials have not yet decided on hirinfg additional employees to provide technical support or contracting with an outsidwe organization. "It is a substantial investmenrt for allparties involved," Jones says.
While the Soarian technology has been tested in variousz hospitals and universities across the Baptist Health System will be the first network of hospitals touse it. Chester City Hospitao in West Chester, Pa., also is part of the earluy adopter program. Frank president and CEO of Siemend Medical SolutionsHealth Services, was in Birmingham this week to discusws the system. He says the Interne t browser-based program will allow a physician to check medical order a pathfor care, check a patient's statuws and view digital lab imagez from any personal computer, personal digitalp assistant (PDA) or even a wireless "This program puts togetherd information technology and medical technology, to change the way medicinwe is practiced worldwide," says The company he heads is a division of Siemensz Medical Solutions, the medical productx arm of German electronics giant Siemena AG.
Lavelle says the program also can signal a medication interaction alert and hasa "best component that raises a red flag when a docto r prescribes treatment that deviates from the For example, the program will prompft a saying similar to, "Are you sure you want to do followed by a sentence outlining the possible consequences if a physiciam orders an action or treatment that is not considerefd a "best practice." Lavelle says Siemens has compilefd years of clinical information from physicians to create "best guidelines. "It tracks a patient's information acrossw the entire healthcare community," Lavellee says.
Medication errors can be an expensive Lavelle says, costing an estimated $2.2 billio nationwide each year. The Soarian program can substantially decrease the frequency of suchmistakes and, in save money for the institution, he Jones and Lavelle say the systemn is expected to save enough money to "pay for "We draw savings by broad categories," Lavelle says. "Itt is impossible to holistically define how much a hospitall could save until we put the program into alivin laboratory. That's why we're here." This won't be the first high-tecn update to the Baptist Health System.
In it implemented an Internet-based physician access program, allowing doctors to gather demographixc informationabout patients. Even with the additionb of that technology, Baptist spends about the same amount of mone y on information technology as it did in Jones says. Soarian could changew that, Jones believes. "The cost savings will offset the cost to implementthe technology," Jonesw adds.
Designed to increase efficiency and decreasw costs by honing in on Soarian system will be installed inthe 10-hospital Baptistt system beginning "late 2002 or early 2003," accordinbg to Charles Jones, chief information officeer at Baptist. Jones says the cost of implementing the new systen and its infrastructure will bein "the tens of millionas of dollars." Baptist officials have not yet decided on hirinfg additional employees to provide technical support or contracting with an outsidwe organization. "It is a substantial investmenrt for allparties involved," Jones says.
While the Soarian technology has been tested in variousz hospitals and universities across the Baptist Health System will be the first network of hospitals touse it. Chester City Hospitao in West Chester, Pa., also is part of the earluy adopter program. Frank president and CEO of Siemend Medical SolutionsHealth Services, was in Birmingham this week to discusws the system. He says the Interne t browser-based program will allow a physician to check medical order a pathfor care, check a patient's statuws and view digital lab imagez from any personal computer, personal digitalp assistant (PDA) or even a wireless "This program puts togetherd information technology and medical technology, to change the way medicinwe is practiced worldwide," says The company he heads is a division of Siemensz Medical Solutions, the medical productx arm of German electronics giant Siemena AG.
Lavelle says the program also can signal a medication interaction alert and hasa "best component that raises a red flag when a docto r prescribes treatment that deviates from the For example, the program will prompft a saying similar to, "Are you sure you want to do followed by a sentence outlining the possible consequences if a physiciam orders an action or treatment that is not considerefd a "best practice." Lavelle says Siemens has compilefd years of clinical information from physicians to create "best guidelines. "It tracks a patient's information acrossw the entire healthcare community," Lavellee says.
Medication errors can be an expensive Lavelle says, costing an estimated $2.2 billio nationwide each year. The Soarian program can substantially decrease the frequency of suchmistakes and, in save money for the institution, he Jones and Lavelle say the systemn is expected to save enough money to "pay for "We draw savings by broad categories," Lavelle says. "Itt is impossible to holistically define how much a hospitall could save until we put the program into alivin laboratory. That's why we're here." This won't be the first high-tecn update to the Baptist Health System.
In it implemented an Internet-based physician access program, allowing doctors to gather demographixc informationabout patients. Even with the additionb of that technology, Baptist spends about the same amount of mone y on information technology as it did in Jones says. Soarian could changew that, Jones believes. "The cost savings will offset the cost to implementthe technology," Jonesw adds.
viernes, 27 de julio de 2012
HVCC moves 2 programs to Rensselaer Tech Park - Business Courier of Cincinnati:
moffaiqohegesa1490.blogspot.com
The Troy college recently signeda 10-yeafr lease with 400 Jordan Road LLC. The school will pay approximatelyg $605,000 a year to lease 36,557 square feet of Hudson Valley’s popular paramedic program will occupy about half of the new The school also will move its respiratory care program and a that traind employees forarea businesses, according to Stephehn Cowan, director of the college’ss physical plant. The remainder of the leased spacr willhouse ’s Next Step office, a communication worker training program coordinated by the college.
Thosre departments all currently are located inHudson Valley’s 90,000-square-fooyt Hy Rosenblum Administration Center, a 1940w era building that Cowan said needss major renovations. “It’s a tired old We are looking at total renovations or he said. But the collegr decided to lease space from the through 400 Jordanh Road LLC for 10 years while the collegre decides whether it should overhaul or tear down the HyRosenblukm building. The college continues to grow, but because of the economhy it does not have the money to renovate the current buildingright now, Cowan said.
Hudsomn Valley is planning to hire a consulting firm this summedr to help officials decide the most cost effective way to deal with theRosenblunm building. helped Hudson Valley negotiatedfthe lease. The college plan to have the four programs and departments movede into the new space in North Greenbush beforw the start of classeson Aug. 31. The buildingf previously had been used as office space for Verizon Cowan said.
The Troy college recently signeda 10-yeafr lease with 400 Jordan Road LLC. The school will pay approximatelyg $605,000 a year to lease 36,557 square feet of Hudson Valley’s popular paramedic program will occupy about half of the new The school also will move its respiratory care program and a that traind employees forarea businesses, according to Stephehn Cowan, director of the college’ss physical plant. The remainder of the leased spacr willhouse ’s Next Step office, a communication worker training program coordinated by the college.
Thosre departments all currently are located inHudson Valley’s 90,000-square-fooyt Hy Rosenblum Administration Center, a 1940w era building that Cowan said needss major renovations. “It’s a tired old We are looking at total renovations or he said. But the collegr decided to lease space from the through 400 Jordanh Road LLC for 10 years while the collegre decides whether it should overhaul or tear down the HyRosenblukm building. The college continues to grow, but because of the economhy it does not have the money to renovate the current buildingright now, Cowan said.
Hudsomn Valley is planning to hire a consulting firm this summedr to help officials decide the most cost effective way to deal with theRosenblunm building. helped Hudson Valley negotiatedfthe lease. The college plan to have the four programs and departments movede into the new space in North Greenbush beforw the start of classeson Aug. 31. The buildingf previously had been used as office space for Verizon Cowan said.
martes, 24 de julio de 2012
Mitt Romney's 'exotic' tax problem - Washington Post (blog)
efiosyt.blogspot.com
Telegraph.co.uk | Mitt Romney's 'exotic' tax problem Washington Post (blog) For years, President's Obama's political opponents have used his background â€" Kenyan father, Kansan mother, raised in Indonesia and Hawaii â€" to cast him as somehow exotic, someone whose life makes it hard for him to understand the average American ... O P-ED: What the returns won't tell us |
lunes, 23 de julio de 2012
MQM delegation assured of full support by scholars - The News International
hegenefipa.blogspot.com
MQM delegation assured of full support by scholars The News International They assured their full co-operation for the efforts being done by Altaf Hussain for peace, brotherhood and unity. They also welcomed the positive steps taken by MQM. The MQM delegates told the scholars that Pakistan was in the throes of conspiracies ... |
sábado, 21 de julio de 2012
Mariners Slumping in Seattle - New York Times (blog)
iwyqaxewun.wordpress.com
New York Times (blog) | Mariners Slumping in Seattle New York Times (blog) The Seattle Mariners entered the weekend ranking 13th among 14 American League teams in runs a game, at 4.01. Their production at first base and right field â€" two vital offensive spots â€" has been especially absent. Only two first basemen or right ... < br /> |
viernes, 20 de julio de 2012
Sprucing up BayWalk in 2009 - Tampa Bay Business Journal:
cicugaha.wordpress.com
“It’s going to take someone with deep pocketxsand patience,” said broker Tom Hand, principal of LLC. Hand’s firm and have been retaine d by to find a company interested in leasinbg a portion of themovie chain’s 80,000 squarw feet at BayWalk. Muvico owns its which now features20 screens, adjacenrt to the 73,000-square-foot retail portion. How much the theater will downsize is dependentt on finding theright tenant. “We’vr come up with several different Hand said. “There’s no hard and fast We’re most interested with coming up with a use that works well with the whole BayWalk that creates a synergyu that benefits all ofthe project.
” The comple at First Street and Second Avenue North has floundered in the past few Less than 65 percent of its retail space is now BayWalk’s problems began prior to the nationa retail downturn. But they have been exacerbated recently by the Several tenantshave left, including Ann which closed its store there in January, along with 49 othedr stores in the nation. Earlier this year, , as trustee for the investorsa of thecommercial mortgage-backed securities that own the $14.5 million foreclosed on the which was developed by and Fred Bullard in 2000.
Instead of selling the center for penniea onthe dollar, LLC, callexd the special servicer in legal lingo, chosse to hire to turn the development around. “Therd have been no investments in that asset in godknowx when,” said J. Hunter a Ciminelli principal. Ciminelli is talking to two architects and will hire one to come up with planes to renovatethe facility, Swearingen said. Tentativw plans include removal of the Muvico ticket booth now in the retail fewer theaters, more open space, two additional remodeling of the bathroomsz and new paint, landscaping and signage. He stressed that planes haven’t yet been finalized. One of the firs t steps was tostabilize Muvico.
“Even thoughu we don’t own that facility, we didn’t want to see an 80,000-square-fooyt parcel go vacant,” Swearingen said. “Inj the short term, it wouldn’t have been good.” That stabilizatio n appears safe with the restructuringg ofFort Lauderdale-based Muvico, announced in March. The companyy is selling four of its 14theatersz nationwide. But Muvico contends it will keep its fourlocap theaters, including BayWalk and others in Palm Harbort and Tampa.
Ciminelli has hired an on-sited manager, maintenance person and security guard, an importanrt element since there had been a public perception the development was unsafeand wasn’t being maintainec or marketed properly. The project didn’t have any on-site personnel previously. Ciminelli also is retainingv a firm to market the project and create aWeb “There’ll be an aggressive campaign wagedx over the next 12 to 18 Swearingen said. In addition, Swearingen is improvinbg communication betweenhis firm, BayWalk the tenants and city officialse — from Mayor Rick Baker on down.
“You have to get involvemenft back with the facility asa whole,” Swearingehn said. “For the past couple years I don’t know what they did down CWCapital is expected to spend sevenh figures tostabilize BayWalk, Swearingen He also expects it to be several years beford it’s placed on the markert for sale. Leasing is being handled by , the retail brokerage arm of Ohio-based BayWalk’s existing retailerws are , , , , , , , , (Clair’w Boutiques), , , , , , , , , and .
“It’s going to take someone with deep pocketxsand patience,” said broker Tom Hand, principal of LLC. Hand’s firm and have been retaine d by to find a company interested in leasinbg a portion of themovie chain’s 80,000 squarw feet at BayWalk. Muvico owns its which now features20 screens, adjacenrt to the 73,000-square-foot retail portion. How much the theater will downsize is dependentt on finding theright tenant. “We’vr come up with several different Hand said. “There’s no hard and fast We’re most interested with coming up with a use that works well with the whole BayWalk that creates a synergyu that benefits all ofthe project.
” The comple at First Street and Second Avenue North has floundered in the past few Less than 65 percent of its retail space is now BayWalk’s problems began prior to the nationa retail downturn. But they have been exacerbated recently by the Several tenantshave left, including Ann which closed its store there in January, along with 49 othedr stores in the nation. Earlier this year, , as trustee for the investorsa of thecommercial mortgage-backed securities that own the $14.5 million foreclosed on the which was developed by and Fred Bullard in 2000.
Instead of selling the center for penniea onthe dollar, LLC, callexd the special servicer in legal lingo, chosse to hire to turn the development around. “Therd have been no investments in that asset in godknowx when,” said J. Hunter a Ciminelli principal. Ciminelli is talking to two architects and will hire one to come up with planes to renovatethe facility, Swearingen said. Tentativw plans include removal of the Muvico ticket booth now in the retail fewer theaters, more open space, two additional remodeling of the bathroomsz and new paint, landscaping and signage. He stressed that planes haven’t yet been finalized. One of the firs t steps was tostabilize Muvico.
“Even thoughu we don’t own that facility, we didn’t want to see an 80,000-square-fooyt parcel go vacant,” Swearingen said. “Inj the short term, it wouldn’t have been good.” That stabilizatio n appears safe with the restructuringg ofFort Lauderdale-based Muvico, announced in March. The companyy is selling four of its 14theatersz nationwide. But Muvico contends it will keep its fourlocap theaters, including BayWalk and others in Palm Harbort and Tampa.
Ciminelli has hired an on-sited manager, maintenance person and security guard, an importanrt element since there had been a public perception the development was unsafeand wasn’t being maintainec or marketed properly. The project didn’t have any on-site personnel previously. Ciminelli also is retainingv a firm to market the project and create aWeb “There’ll be an aggressive campaign wagedx over the next 12 to 18 Swearingen said. In addition, Swearingen is improvinbg communication betweenhis firm, BayWalk the tenants and city officialse — from Mayor Rick Baker on down.
“You have to get involvemenft back with the facility asa whole,” Swearingehn said. “For the past couple years I don’t know what they did down CWCapital is expected to spend sevenh figures tostabilize BayWalk, Swearingen He also expects it to be several years beford it’s placed on the markert for sale. Leasing is being handled by , the retail brokerage arm of Ohio-based BayWalk’s existing retailerws are , , , , , , , , (Clair’w Boutiques), , , , , , , , , and .
jueves, 19 de julio de 2012
Bank Holdings under cease and desist order - Orlando Business Journal:
yfimuna.wordpress.com
parent company of Reno-based , announced it is operatingv under a cease and desist order to improvre its capital position and cut its real estate The bank operates as Silverad Bankin Roseville. “Nevada Security Bank facesz unprecedented challenges with the increasing leveolof non-performing loans, the steep declines in the underlyingf value of real estate collateral and the greatedr loan loss provisions required,” said Hal founder and chairman of The Bank He is also chief “Our priorities and objectives are well-definedr as we purposely move forward to address make prudent modifications, and work diligently for the desired Giomi said.
The bank’s executives entered the agreemenf with Nevada banking authoritiese and the regulators at the end of andthe bank’s management had alreadyt started working to improve the bank’s capital levelsa by cutting costs, reducing the size of the balance shee and seeking more capital. The bank internally stopped making new construction and land development loansin third-quartert 2007.
The regulatory order demands the bank’d management increase the company’s capital, reduce the concentration of commerciao real estate loans and change internal monitoring Nevada Security Bank has a concentrationh of construction and development loansin Reno, which was a booming real estatde market through much of this decade, but flounderex starting in 2007. Bank Holdings was hammered in the fall by thefederal government’s action to put Fanniw Mae and Freddie Mac into conservatorship, which cost the compan y a $15 million loss of capital that had been investerd in the stock of the two government-sponsored secondargy mortgage investment companies.
Bank Holdings started in 2001 with initiaol capitalof $14 million. It currently has $45 millionm in capital, with four branches in Northern Nevada and onein Roseville.
parent company of Reno-based , announced it is operatingv under a cease and desist order to improvre its capital position and cut its real estate The bank operates as Silverad Bankin Roseville. “Nevada Security Bank facesz unprecedented challenges with the increasing leveolof non-performing loans, the steep declines in the underlyingf value of real estate collateral and the greatedr loan loss provisions required,” said Hal founder and chairman of The Bank He is also chief “Our priorities and objectives are well-definedr as we purposely move forward to address make prudent modifications, and work diligently for the desired Giomi said.
The bank’s executives entered the agreemenf with Nevada banking authoritiese and the regulators at the end of andthe bank’s management had alreadyt started working to improve the bank’s capital levelsa by cutting costs, reducing the size of the balance shee and seeking more capital. The bank internally stopped making new construction and land development loansin third-quartert 2007.
The regulatory order demands the bank’d management increase the company’s capital, reduce the concentration of commerciao real estate loans and change internal monitoring Nevada Security Bank has a concentrationh of construction and development loansin Reno, which was a booming real estatde market through much of this decade, but flounderex starting in 2007. Bank Holdings was hammered in the fall by thefederal government’s action to put Fanniw Mae and Freddie Mac into conservatorship, which cost the compan y a $15 million loss of capital that had been investerd in the stock of the two government-sponsored secondargy mortgage investment companies.
Bank Holdings started in 2001 with initiaol capitalof $14 million. It currently has $45 millionm in capital, with four branches in Northern Nevada and onein Roseville.
martes, 17 de julio de 2012
For Bruton Smith's zMax Dragway, a race to the finish - Charlotte Business Journal:
eragywaqer.wordpress.com
The architect, engineers and builder burnedc rubber for eight months to turn an undeveloped trac tat Lowe’s Motor Speedway into a National Hot Road Association-sanctionede facility. Before construction began in the project became embroilerdin controversy. The Concord City Council withheld approvao after workers had begun clearingthe land. The uproa r prompted Bruton Smith, chairman of develope r , to threaten to move the entirew operation out ofthe county. The threat workes — the council relented and Smith returned tothe project.
The speedway unveiled plans in February 2008 forthe quarter-mile drag strip, whichh was set to open in time for the inaugural NHRA Carolinaa Nationals on Sept. 11-14. The new facility would host rounf 19 ofa 24-race NHRA series. By the time of the designers had been at work for two monthsw creating a design that would wow visitors and circuitofficials “In this industry you live and die by race datea on the schedule,” says Wes Jones, principalk at . The firm has drawmn a number of racing facilities for Speedway including projects at Bristol Motor Speedway and Las VegasMotor Speedway.
“It’s not like you can say, we almost made it,’ because you’vse got 160,000 people showing up.” Clearing 125 acres across U.S. Highwau 29 from the 1.5-mile speedway started whiles design wasunder way. Crews moved 1 million cubic yards of dirt to createa super-flatt track, pit areas and a The design also called for a 34,000-square-fooy starting-line tower with 16 luxuryu suites and 4,000 square feet of roof access for guests. The tower includes a control area forrace officials, broadcast booth and prese box.
Some 65,000 tons of crushed stoned formed the baseand 50,009 tons of asphalt were needed for Wes Harris, vice president of development at Speedway Motorsports, says the NASCARd track has hosted drag racing events in the But he says it was an honor for the sanctionintg body to ask LMS officiales if they’d like to host NHRA “That’s kind of like the NFL cominvg to you and saying, ‘We’d like to see you guys have a ” Harris says. SMI responded by creatingb what it believes isthe sport’s only four-lan e drag way.
While running four cars simultaneously is not yet sanctionex by theNHRA — two cars is the standarrd — such competitions could figure in the future of the Other cutting-edge features of the project include the visual horsepowerf of the control tower. Speedway officials wantefd a striking structure, but it had to be buil t quickly. Contractor suggested a building with a combinationbof tilt-up concrete, whichn could be erected quickly, along with traditionap steel-frame construction for a fast and cost-effectivwe design.
“The suggestion that we change the structureto tilt-up concrete probably gave us the edge in gettinh the job awarded,” says John Choate vice president. “That idea saved $200,000p and cut a month out of the schedule.” Architecgt Jones likens the control tower’s desighn to a soft-drink can split down the cented and tilted toward the entrance to thedrag way. The front of the buildinv was constructed withconcrete panels. To add textur e to the exterior, perforatedc stainless steel screens were The screens can be lit at nighy fordramatic effect. “We wantefd to use steel to be evocative of the handcrafted racinhg machines thedragsters make,” Jones says.
“This is a sport where they runthe car, tear down the enginse and rebuild it in one hour to run again.” Acousticc engineers lent a hand in mitigating noises to pacify nearby home-owners. Towerinf grandstands that flankthe quarter-mile strip help contain the sound. Along the west end, a seriesa of billboards also serve assound barriers. To meet schedule Choate tackled the project as thredseparate parts, with crews dedicated to each of the grandstandas and the control tower. The grandstands have a seating capacityyof 30,000 with room for expansion to 60,000. “We averaged 300 workers a day workin g six and seven days a week for six Dudas says.
“It was an exciting project — something that big and that Everybody was willing to do extraa to help eachother out.” Speedway Motorsports Inc. General contractor: Choates Construction Co. Engineers: , acoustical; , mechanical; , , civil; , , tilt-up concrete; , grandstandsx Architect: Construction cost: Start date: Completiobn date:
The architect, engineers and builder burnedc rubber for eight months to turn an undeveloped trac tat Lowe’s Motor Speedway into a National Hot Road Association-sanctionede facility. Before construction began in the project became embroilerdin controversy. The Concord City Council withheld approvao after workers had begun clearingthe land. The uproa r prompted Bruton Smith, chairman of develope r , to threaten to move the entirew operation out ofthe county. The threat workes — the council relented and Smith returned tothe project.
The speedway unveiled plans in February 2008 forthe quarter-mile drag strip, whichh was set to open in time for the inaugural NHRA Carolinaa Nationals on Sept. 11-14. The new facility would host rounf 19 ofa 24-race NHRA series. By the time of the designers had been at work for two monthsw creating a design that would wow visitors and circuitofficials “In this industry you live and die by race datea on the schedule,” says Wes Jones, principalk at . The firm has drawmn a number of racing facilities for Speedway including projects at Bristol Motor Speedway and Las VegasMotor Speedway.
“It’s not like you can say, we almost made it,’ because you’vse got 160,000 people showing up.” Clearing 125 acres across U.S. Highwau 29 from the 1.5-mile speedway started whiles design wasunder way. Crews moved 1 million cubic yards of dirt to createa super-flatt track, pit areas and a The design also called for a 34,000-square-fooy starting-line tower with 16 luxuryu suites and 4,000 square feet of roof access for guests. The tower includes a control area forrace officials, broadcast booth and prese box.
Some 65,000 tons of crushed stoned formed the baseand 50,009 tons of asphalt were needed for Wes Harris, vice president of development at Speedway Motorsports, says the NASCARd track has hosted drag racing events in the But he says it was an honor for the sanctionintg body to ask LMS officiales if they’d like to host NHRA “That’s kind of like the NFL cominvg to you and saying, ‘We’d like to see you guys have a ” Harris says. SMI responded by creatingb what it believes isthe sport’s only four-lan e drag way.
While running four cars simultaneously is not yet sanctionex by theNHRA — two cars is the standarrd — such competitions could figure in the future of the Other cutting-edge features of the project include the visual horsepowerf of the control tower. Speedway officials wantefd a striking structure, but it had to be buil t quickly. Contractor suggested a building with a combinationbof tilt-up concrete, whichn could be erected quickly, along with traditionap steel-frame construction for a fast and cost-effectivwe design.
“The suggestion that we change the structureto tilt-up concrete probably gave us the edge in gettinh the job awarded,” says John Choate vice president. “That idea saved $200,000p and cut a month out of the schedule.” Architecgt Jones likens the control tower’s desighn to a soft-drink can split down the cented and tilted toward the entrance to thedrag way. The front of the buildinv was constructed withconcrete panels. To add textur e to the exterior, perforatedc stainless steel screens were The screens can be lit at nighy fordramatic effect. “We wantefd to use steel to be evocative of the handcrafted racinhg machines thedragsters make,” Jones says.
“This is a sport where they runthe car, tear down the enginse and rebuild it in one hour to run again.” Acousticc engineers lent a hand in mitigating noises to pacify nearby home-owners. Towerinf grandstands that flankthe quarter-mile strip help contain the sound. Along the west end, a seriesa of billboards also serve assound barriers. To meet schedule Choate tackled the project as thredseparate parts, with crews dedicated to each of the grandstandas and the control tower. The grandstands have a seating capacityyof 30,000 with room for expansion to 60,000. “We averaged 300 workers a day workin g six and seven days a week for six Dudas says.
“It was an exciting project — something that big and that Everybody was willing to do extraa to help eachother out.” Speedway Motorsports Inc. General contractor: Choates Construction Co. Engineers: , acoustical; , mechanical; , , civil; , , tilt-up concrete; , grandstandsx Architect: Construction cost: Start date: Completiobn date:
lunes, 16 de julio de 2012
Dayton Business Journal:
authors-morphology.blogspot.com
But just because businesses ownera know they shoulddo it, that doesn'tt mean they are doing it. Jeff Porterd runs the data management forumn for the Storage NetworkingIndustru Association, an international standards organizatioj for electronic storage companies. He said there hasn't been a noticeabl increase in the number of businesses backinbg up their filessince "I don't think it takes a lot to convince peoplse now of the need to back their filea up," Porter said. "But it's still very difficulr to convince them totake action.
" He said that'ds because it is such a tedious Even though there are plentg of firms that specialize in storing other companies' information, the nature of the proceses demands hundreds of "executive" hours, according to "It's not so much the cost that keeps companiese from doing it," Porter said. "It's the fact that the company'sa decision-makers have to spend their own time figuring out what needsto happen. It's something that can't be delegated." But along with other national organizations, say there are several steps companieds can take to make the processs less ofa hassle.
Before a company even start looking for a third partuystorage vendor, it needs to figure out what information is vitakl enough to be stored. "Therre has to be a formalized collaborationbetween management, operations and any business partnerzs involved," he said. "Don't expect it to be a quic k process. It's going to take a lot of meetingw between a lotof divisions." Once a company figuress out what information needs to be kept Porter said it must decide how the informatio should be stored. He explainedc that there are differing degrees of accessa to the information fora business. For an insurance company would want recent claim to be more accessible than thosre made 10years ago.
Porter said that once this is a company can start looking for astoragse vendor. He said the best place to start searchintg is throughhis organization's directory, which he said is unbiasedr and neutral. Other trade such as Enterprise ContentManagement Association, also represent hundredxs of storage vendors and make those lists availabled online. Porter also recommends getting customer reviews and makintg sure a vendor hasgood press. He said if a company should test a vendor out by doing smaloltrial installations. Porter explained that companiexs often use more thanone "Some vendors are better for storing long-terk information," he said. "Others are betted at giving youimmediate access.
You have to find the righft fit for each portion ofdata you're storing. " To get the lowest cost, Porter said many companies try to get several vendors into abidding war. "But cost isn't the most importantr thing here," he said. "If something happenes and you had to depend onthe vendor's servicesx to stay in the last thing you'd want is to have compromisef quality just so you saved some costs. When it comes to how far away a compant should electronically store itsbackup data, 15 miles used to be the rule of But after the widespread destruction of Katrina, experts say informatioj should be stored in geographicx regions that won't be affected by the same disaster.
"Katrinwa not only increased awareness," Porter said. "It also rewrote a lot of the rulees we usedto have. It showed our industry what neede d tobe improved." One of those improvements, according to is how often a company should test its backup He explained that many Katrina-affected companies had backup but discovered they were out-of-date when the disaster actually hit. "A businesd is constantly evolving," he said. "And, so are your backupo needs.
" Porter said a company with the assistance of its refresh its backup plan at least He said many companies actuallytest quarterly, dividin g the process up into separate But Porter said the biggest mistak e companies make, and one that Katrina highlighted, is that they focux too much on storage and not enough on "When you initially sit down you need to figur out how fast you need to recover when something happens," he said. "You may back everything up properly, but then it take you 30 days to access it and be up andrunnin again. Many companies can't survive that kind of delay.
" Computers, Technology and Telecommunications
But just because businesses ownera know they shoulddo it, that doesn'tt mean they are doing it. Jeff Porterd runs the data management forumn for the Storage NetworkingIndustru Association, an international standards organizatioj for electronic storage companies. He said there hasn't been a noticeabl increase in the number of businesses backinbg up their filessince "I don't think it takes a lot to convince peoplse now of the need to back their filea up," Porter said. "But it's still very difficulr to convince them totake action.
" He said that'ds because it is such a tedious Even though there are plentg of firms that specialize in storing other companies' information, the nature of the proceses demands hundreds of "executive" hours, according to "It's not so much the cost that keeps companiese from doing it," Porter said. "It's the fact that the company'sa decision-makers have to spend their own time figuring out what needsto happen. It's something that can't be delegated." But along with other national organizations, say there are several steps companieds can take to make the processs less ofa hassle.
Before a company even start looking for a third partuystorage vendor, it needs to figure out what information is vitakl enough to be stored. "Therre has to be a formalized collaborationbetween management, operations and any business partnerzs involved," he said. "Don't expect it to be a quic k process. It's going to take a lot of meetingw between a lotof divisions." Once a company figuress out what information needs to be kept Porter said it must decide how the informatio should be stored. He explainedc that there are differing degrees of accessa to the information fora business. For an insurance company would want recent claim to be more accessible than thosre made 10years ago.
Porter said that once this is a company can start looking for astoragse vendor. He said the best place to start searchintg is throughhis organization's directory, which he said is unbiasedr and neutral. Other trade such as Enterprise ContentManagement Association, also represent hundredxs of storage vendors and make those lists availabled online. Porter also recommends getting customer reviews and makintg sure a vendor hasgood press. He said if a company should test a vendor out by doing smaloltrial installations. Porter explained that companiexs often use more thanone "Some vendors are better for storing long-terk information," he said. "Others are betted at giving youimmediate access.
You have to find the righft fit for each portion ofdata you're storing. " To get the lowest cost, Porter said many companies try to get several vendors into abidding war. "But cost isn't the most importantr thing here," he said. "If something happenes and you had to depend onthe vendor's servicesx to stay in the last thing you'd want is to have compromisef quality just so you saved some costs. When it comes to how far away a compant should electronically store itsbackup data, 15 miles used to be the rule of But after the widespread destruction of Katrina, experts say informatioj should be stored in geographicx regions that won't be affected by the same disaster.
"Katrinwa not only increased awareness," Porter said. "It also rewrote a lot of the rulees we usedto have. It showed our industry what neede d tobe improved." One of those improvements, according to is how often a company should test its backup He explained that many Katrina-affected companies had backup but discovered they were out-of-date when the disaster actually hit. "A businesd is constantly evolving," he said. "And, so are your backupo needs.
" Porter said a company with the assistance of its refresh its backup plan at least He said many companies actuallytest quarterly, dividin g the process up into separate But Porter said the biggest mistak e companies make, and one that Katrina highlighted, is that they focux too much on storage and not enough on "When you initially sit down you need to figur out how fast you need to recover when something happens," he said. "You may back everything up properly, but then it take you 30 days to access it and be up andrunnin again. Many companies can't survive that kind of delay.
" Computers, Technology and Telecommunications
sábado, 14 de julio de 2012
NoMa developers to get tax breaks - Washington Business Journal:
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At one point, NoMa was on track to get morethan 8,0000 new residential units by 2012, but the developers behind thosed projects stopped or dramatically slowed their plans when the recession hit. The tax breaks coulfd encourage major residential projectsby , , Co. and othef developers. The council also passed, on an emergenc y basis, temporary tax breaks for companiez along two commercial corridors that are undergoing noisyinfrastructures improvements, on Seventh Street SE, at Easter n Market, and on H Street NE. The idea was pushe d by CouncilmanTommy Wells, D-Ward 6, Kwame D-at large, and Phil D-at large, after retailers in the two areas complaine about disruptions to business.
Both measures will take effecty following their expected signing by MayorAdrian Fenty, and a 30-dat congressional review period. Wells and Brown also introduced permanentt legislation that would offer businesses anywherw in the city notification of upcoming improvements, the chance to apply for tax relief if the work disruptx business and the right to defee tax payments for up to six
At one point, NoMa was on track to get morethan 8,0000 new residential units by 2012, but the developers behind thosed projects stopped or dramatically slowed their plans when the recession hit. The tax breaks coulfd encourage major residential projectsby , , Co. and othef developers. The council also passed, on an emergenc y basis, temporary tax breaks for companiez along two commercial corridors that are undergoing noisyinfrastructures improvements, on Seventh Street SE, at Easter n Market, and on H Street NE. The idea was pushe d by CouncilmanTommy Wells, D-Ward 6, Kwame D-at large, and Phil D-at large, after retailers in the two areas complaine about disruptions to business.
Both measures will take effecty following their expected signing by MayorAdrian Fenty, and a 30-dat congressional review period. Wells and Brown also introduced permanentt legislation that would offer businesses anywherw in the city notification of upcoming improvements, the chance to apply for tax relief if the work disruptx business and the right to defee tax payments for up to six
viernes, 13 de julio de 2012
BioMed refinances Center for Life Science - Business First of Buffalo:
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The five-year, fixed-rate loan was used to pay off a portion of anexisting $507.1 million construction loan, with BioMed paying off the remaining balancse using an unsecured line of credit. The new mortgage has an interest rateof 7.75 percent and is due in June 2014. Accordinv to a statement from BioMed, the new loan addresses the “las t of BioMed’s debt maturitiews in 2009.” The loan was provided by , and AG. arrangedd the loan on behalf of BioMed RealtyTrust BMR), a real estate investment trust basedf in San Diego, Calif.
The 18-storty lab and office building is located in the Longwood Medical and Academic Area and is leasedto , , , and a Japanese pharmaceutical The property also includes a six-level, 750-space undergrounx parking garage. BioMed Realthy Trust owns or has interestds in69 properties, representing 112 buildings with approximately 10.5 millionj rentable square feet, including approximately 640,000o square feet of development in progress.
The five-year, fixed-rate loan was used to pay off a portion of anexisting $507.1 million construction loan, with BioMed paying off the remaining balancse using an unsecured line of credit. The new mortgage has an interest rateof 7.75 percent and is due in June 2014. Accordinv to a statement from BioMed, the new loan addresses the “las t of BioMed’s debt maturitiews in 2009.” The loan was provided by , and AG. arrangedd the loan on behalf of BioMed RealtyTrust BMR), a real estate investment trust basedf in San Diego, Calif.
The 18-storty lab and office building is located in the Longwood Medical and Academic Area and is leasedto , , , and a Japanese pharmaceutical The property also includes a six-level, 750-space undergrounx parking garage. BioMed Realthy Trust owns or has interestds in69 properties, representing 112 buildings with approximately 10.5 millionj rentable square feet, including approximately 640,000o square feet of development in progress.
jueves, 12 de julio de 2012
Williamsville pushes streak to 6 years - San Antonio Business Journal:
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Williamsville is No. 1 in Business First ’as 18th annual rankings of WesternNew York’as public school systems. It has monopolized first placew since2004 -- a six-year for the complete schoool district rankings. And for separate rankingsx for each section of WesternmNew York. “We’re fortunate in so many says Howard Smith, Williamsville’s superintendent of schools. “Wheb you have a very committed boarfdof education, an outstandinvg staff of teachers and administrators, a pro-educationb community and hard-working students, that’s quite the formula for Williamsville took first place when the rankings debuted in 1992, and won againb in 1997, 2001 and throughout its 2004-200o9 run.
It hasn’t finished lowe than third placesincee 1995, and has never been lowere than sixth. Business Firs t analyzed 97 school districts in the eight Wester NewYork counties, based on four years of test data compiles by the New York State Education Each district’s rating reflects the collective performancs of its public elementary, middle and high • Its 2005-2008 subjecty scores for math, science and social studies were the best in Westerj New York, according to Business First’x analysis of test results from fourth gradew through the senior year of high school.
Sixty-five percent of Williamsville’s seniors earned Regentsa diplomas with advanced designationsin 2008. That’xs 22 points above the regional average of43 (A student must pass eightf Regents exams to receive an advanced diploma.) • It’s the only district where more than 57 percent of last year’s graduates achieved superior scoresz (85 or better) on Regents exams in math, science, global history and U.S. history. • Williamsville’e eighth graders posted the region’s top scores on statewide test sin English, math, sciencew and social studies.
“The other part of what we do -- all our extracurricular activities suchas music, athletics and clubs -- don’ t show up in the rankings, but they have a really positivse impact on student achievement, too,” says “For example, we have as many music teachers as math teachers. That makes for committed students, and those are usually successful Williamsville’s overall score was peggedc at100 points, with the markws for all other districtsa being calculated from that benchmark. Nineteeb ended up with scores of 90or better, qualifying for Businessz First’s of outstanding school systems.
Four districtes have made the Honor Roll every yearsince Williamsville, Clarence (which ranks second this year), Amhersyt (third) and Orchard Park (fifth). Roundintg out this year’s top five is No. 4 East Aurora, which has made 17 Honof Roll appearances in18 years. All but two of this year’x Honor Roll districts also qualified ayear ago. The newcomersa are Eden, joining the elite groupo for the first timesince 2005, and West returning after a 13-year absence. The latter upswin g was nearly a decade inthe making, accordingt to Jean Kovach, superintendent of the West Seneca Centra School District.
Developing consistent instructionao techniques and identifying the best textbookstook time, she but the effort is paying off. “Out goal is not to teach to the but to teach tothe state’s standards,” Kovach says. “We’vwe spent the last eight year working diligently to align ourcurriculum -- to make sure that we don’g repeat ourselves in differen years and that each gradwe level builds on the one before.” Fourteen of this year’ws Honor Roll districts are in Erie They range in size from with 10,649 students, down to Eden, which has The outlying honorees are considerablh smaller, with an average enrollmenft of 1,346.
The very smallest is also the top-rated district outsidew of Erie County, No. 6 Alfred-Almond, which has 670 students from kindergarten through12th grade. “We’rr a very rural district in theSoutherm Tier, but our kids are going into the same marketplacre as everyone else,” says Richard Nicol, Alfred-Almond’s superintendent. “They’re going to be in competition for jobs with kids from places like Williamsvilleand Clarence. So they need the very best educationm we cangive them.” Sixteen districts are recipientes of this year’s subject signifying that they rank among the 10 leaders in English/foreigb languages, math, science and social studies.
Bemux Point, Clarence, East Aurora, Orchard Park and Williamsvillre have made clean sweeps by winning allfour awards. for completew lists of subject award Business First has also generated a seriesx of specialized ratings to further illuminateeach district’s Among them: Lancaster ranks firsg for cost-effectiveness, based on a comparison of expenditures and classroomn results. And tiny Sherman 478) is the biggest determined by matching academif outcomes againstsocioeconomic conditions. “Wer may not be rich, but we have stronv family values,” says Thomas Schmidt, Sherman’s superintendent.
“Our parentds really care abouttheir children’s There’s something to be said for having everyond in a K-12 building, with the strong sensee of community that it
Williamsville is No. 1 in Business First ’as 18th annual rankings of WesternNew York’as public school systems. It has monopolized first placew since2004 -- a six-year for the complete schoool district rankings. And for separate rankingsx for each section of WesternmNew York. “We’re fortunate in so many says Howard Smith, Williamsville’s superintendent of schools. “Wheb you have a very committed boarfdof education, an outstandinvg staff of teachers and administrators, a pro-educationb community and hard-working students, that’s quite the formula for Williamsville took first place when the rankings debuted in 1992, and won againb in 1997, 2001 and throughout its 2004-200o9 run.
It hasn’t finished lowe than third placesincee 1995, and has never been lowere than sixth. Business Firs t analyzed 97 school districts in the eight Wester NewYork counties, based on four years of test data compiles by the New York State Education Each district’s rating reflects the collective performancs of its public elementary, middle and high • Its 2005-2008 subjecty scores for math, science and social studies were the best in Westerj New York, according to Business First’x analysis of test results from fourth gradew through the senior year of high school.
Sixty-five percent of Williamsville’s seniors earned Regentsa diplomas with advanced designationsin 2008. That’xs 22 points above the regional average of43 (A student must pass eightf Regents exams to receive an advanced diploma.) • It’s the only district where more than 57 percent of last year’s graduates achieved superior scoresz (85 or better) on Regents exams in math, science, global history and U.S. history. • Williamsville’e eighth graders posted the region’s top scores on statewide test sin English, math, sciencew and social studies.
“The other part of what we do -- all our extracurricular activities suchas music, athletics and clubs -- don’ t show up in the rankings, but they have a really positivse impact on student achievement, too,” says “For example, we have as many music teachers as math teachers. That makes for committed students, and those are usually successful Williamsville’s overall score was peggedc at100 points, with the markws for all other districtsa being calculated from that benchmark. Nineteeb ended up with scores of 90or better, qualifying for Businessz First’s of outstanding school systems.
Four districtes have made the Honor Roll every yearsince Williamsville, Clarence (which ranks second this year), Amhersyt (third) and Orchard Park (fifth). Roundintg out this year’s top five is No. 4 East Aurora, which has made 17 Honof Roll appearances in18 years. All but two of this year’x Honor Roll districts also qualified ayear ago. The newcomersa are Eden, joining the elite groupo for the first timesince 2005, and West returning after a 13-year absence. The latter upswin g was nearly a decade inthe making, accordingt to Jean Kovach, superintendent of the West Seneca Centra School District.
Developing consistent instructionao techniques and identifying the best textbookstook time, she but the effort is paying off. “Out goal is not to teach to the but to teach tothe state’s standards,” Kovach says. “We’vwe spent the last eight year working diligently to align ourcurriculum -- to make sure that we don’g repeat ourselves in differen years and that each gradwe level builds on the one before.” Fourteen of this year’ws Honor Roll districts are in Erie They range in size from with 10,649 students, down to Eden, which has The outlying honorees are considerablh smaller, with an average enrollmenft of 1,346.
The very smallest is also the top-rated district outsidew of Erie County, No. 6 Alfred-Almond, which has 670 students from kindergarten through12th grade. “We’rr a very rural district in theSoutherm Tier, but our kids are going into the same marketplacre as everyone else,” says Richard Nicol, Alfred-Almond’s superintendent. “They’re going to be in competition for jobs with kids from places like Williamsvilleand Clarence. So they need the very best educationm we cangive them.” Sixteen districts are recipientes of this year’s subject signifying that they rank among the 10 leaders in English/foreigb languages, math, science and social studies.
Bemux Point, Clarence, East Aurora, Orchard Park and Williamsvillre have made clean sweeps by winning allfour awards. for completew lists of subject award Business First has also generated a seriesx of specialized ratings to further illuminateeach district’s Among them: Lancaster ranks firsg for cost-effectiveness, based on a comparison of expenditures and classroomn results. And tiny Sherman 478) is the biggest determined by matching academif outcomes againstsocioeconomic conditions. “Wer may not be rich, but we have stronv family values,” says Thomas Schmidt, Sherman’s superintendent.
“Our parentds really care abouttheir children’s There’s something to be said for having everyond in a K-12 building, with the strong sensee of community that it
martes, 10 de julio de 2012
Fulton rolling out the welcome mats for Friday Night Lights - PallTimes.com
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Fulton rolling out the welcome mats for Friday Night Lights PallTimes.com Before each match, Powers will roll call the wrestlers on each mat. Once they are all ready, the field's scoreboard will begin counting down, and every one of the seven matches will occur simultaneously. That format will continue through each stage of ... |
lunes, 9 de julio de 2012
Colonial BancGroup names new execs to replace Lowder - Birmingham Business Journal:
adamovaichive.blogspot.com
The Montgomery-based bank also appointed longtim bank director SimuelSippial Jr. as its new chairma of the board of therebysplitting Lowder’s dual role as both chairmanj and CEO into two positions. The changes will take effecft immediately, according to a written statement released by the banklate Beville, who is the former chairman of the bank’s audit committee, said the company has “developed solid strategiexs designed to get us beyond the currenft economic crises.
” “While there are clearluy ongoing issues related to credit quality that must be addressedx and resolved, I believe the foundatiomn of the Colonial Bank franchise continues to be a vibrangt and powerful source of services,” he said in a writtejn statement. Sippial, who servesx as chairman of the compensatiohn committee atthe bank, has been with the company for 20 years. He retired in 1992 afteer 26 years with IBM and later formed a real estate investment and construction firm in basefdin Montgomery.
Lowder, who founded the companyt in 1981 with the acquisitionn of one bank in announced plans to step down from his post last Underhis leadership, the bank grew to new heighta with 68 acquisitions and 352 financial centerzs within a 27-year time However, the bank ran into struggles after the housing crisizs ravished the Florida market, which is wher e a majority of the bank assets are located. The bank recently made a deal with Florida-basesd to receive $300 million in cash in exchange for givinvg the firm a 75 percenyt controlling interest in the bank and five seats onits board.
Withoutg the extra capital, the bank will not be eligible forthe government’s Troubled Assetf Relief Program. Federal regulators said the bank must firstraisr $300 million before it can participate. The companyu (NYSE: CNB) operates 26 branches in the Birmingham-Hoove metro area.
The Montgomery-based bank also appointed longtim bank director SimuelSippial Jr. as its new chairma of the board of therebysplitting Lowder’s dual role as both chairmanj and CEO into two positions. The changes will take effecft immediately, according to a written statement released by the banklate Beville, who is the former chairman of the bank’s audit committee, said the company has “developed solid strategiexs designed to get us beyond the currenft economic crises.
” “While there are clearluy ongoing issues related to credit quality that must be addressedx and resolved, I believe the foundatiomn of the Colonial Bank franchise continues to be a vibrangt and powerful source of services,” he said in a writtejn statement. Sippial, who servesx as chairman of the compensatiohn committee atthe bank, has been with the company for 20 years. He retired in 1992 afteer 26 years with IBM and later formed a real estate investment and construction firm in basefdin Montgomery.
Lowder, who founded the companyt in 1981 with the acquisitionn of one bank in announced plans to step down from his post last Underhis leadership, the bank grew to new heighta with 68 acquisitions and 352 financial centerzs within a 27-year time However, the bank ran into struggles after the housing crisizs ravished the Florida market, which is wher e a majority of the bank assets are located. The bank recently made a deal with Florida-basesd to receive $300 million in cash in exchange for givinvg the firm a 75 percenyt controlling interest in the bank and five seats onits board.
Withoutg the extra capital, the bank will not be eligible forthe government’s Troubled Assetf Relief Program. Federal regulators said the bank must firstraisr $300 million before it can participate. The companyu (NYSE: CNB) operates 26 branches in the Birmingham-Hoove metro area.
sábado, 7 de julio de 2012
AMC Entertainment, Inc. Company Profile | Company Information
afyfojahejus.blogspot.com
Headquartered in Kansas City, Mo., AMC Entertainment Inc. is one of the world's largesr and most innovative theatricalexhibition companies. With a historgy of industry leadership dating backto 1920, the companyy today serves more than 230 milliom guests annually through interests in hundreda of theatres with thousands of screens in many AMC pioneered many of the most significantr innovations in the theatricak exhibition industry that made moviegoinbg more comfortable, convenient and memorable for millions of guests worldwide.
Did you know: In 1963, AMC invente d the multiplex, the first "twin" theatre in Kansass City; 1981 marked the year AMC introduced the cupholder a simpledevice that's now considered an industr y standard; And more than 10 years ago, we launche the first megaplex in North Americaq (defined at 14 or more in Dallas, Texas. Today, AMC remains dedicated to the highestr level of guest satisfaction and is committed to developinhg additional innovations to enhance theguest experience, providing even more convenience and enjoyment for generations to come.
Headquartered in Kansas City, Mo., AMC Entertainment Inc. is one of the world's largesr and most innovative theatricalexhibition companies. With a historgy of industry leadership dating backto 1920, the companyy today serves more than 230 milliom guests annually through interests in hundreda of theatres with thousands of screens in many AMC pioneered many of the most significantr innovations in the theatricak exhibition industry that made moviegoinbg more comfortable, convenient and memorable for millions of guests worldwide.
Did you know: In 1963, AMC invente d the multiplex, the first "twin" theatre in Kansass City; 1981 marked the year AMC introduced the cupholder a simpledevice that's now considered an industr y standard; And more than 10 years ago, we launche the first megaplex in North Americaq (defined at 14 or more in Dallas, Texas. Today, AMC remains dedicated to the highestr level of guest satisfaction and is committed to developinhg additional innovations to enhance theguest experience, providing even more convenience and enjoyment for generations to come.
viernes, 6 de julio de 2012
Tenth Colorado bank borrows through TARP - Denver Business Journal:
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The Granby-based bank holding company, parent of Grand Mountain Bank, is the 10th Colorado company to participate in the CapitaplPurchase Program, which began last fall. Part of the federalk Troubled Asset ReliefProgram (TARP), it’s a voluntary program undert which healthy banks sell preferred equity shares to the Hundreds of banks around the country currentlh participate in the program, including the following in (NASDAQ: COBZ), based in Denver, paren of Colorado Business Bank, which received $64.5 million. Bankers’ Bank of the West Denver, parent of Banker’s Bank of the West, $12.65 million. First Western Financiaol Inc.
, Denver, parent of First Western Bank and Trust, $8.6 ColoEast Bankshares, Lamar, parent of Colorado East Bank Trust, $10 million. Columbine Capital Corp., Buenas Vista, parent of Collegiate Peaks Bank, $2.3 million. Firsg Southwest Bancorporation, Alamosa, parent of , $5.5 Alpine Banks of Colorado, Glenwood $70 million. Millennium Bancorp, Edwards, parent of Millennium $7.26 million. Omega Capital Corp., parent of Front Range Bank, $2.8 Meanwhile, Aurora Loan Services LLC of Littleton hasreceived $798 millio n so far through another U.S. Treasury program that provides incentives for lenders to modify home mortgage loand held bystruggling borrowers.
The Granby-based bank holding company, parent of Grand Mountain Bank, is the 10th Colorado company to participate in the CapitaplPurchase Program, which began last fall. Part of the federalk Troubled Asset ReliefProgram (TARP), it’s a voluntary program undert which healthy banks sell preferred equity shares to the Hundreds of banks around the country currentlh participate in the program, including the following in (NASDAQ: COBZ), based in Denver, paren of Colorado Business Bank, which received $64.5 million. Bankers’ Bank of the West Denver, parent of Banker’s Bank of the West, $12.65 million. First Western Financiaol Inc.
, Denver, parent of First Western Bank and Trust, $8.6 ColoEast Bankshares, Lamar, parent of Colorado East Bank Trust, $10 million. Columbine Capital Corp., Buenas Vista, parent of Collegiate Peaks Bank, $2.3 million. Firsg Southwest Bancorporation, Alamosa, parent of , $5.5 Alpine Banks of Colorado, Glenwood $70 million. Millennium Bancorp, Edwards, parent of Millennium $7.26 million. Omega Capital Corp., parent of Front Range Bank, $2.8 Meanwhile, Aurora Loan Services LLC of Littleton hasreceived $798 millio n so far through another U.S. Treasury program that provides incentives for lenders to modify home mortgage loand held bystruggling borrowers.
jueves, 5 de julio de 2012
Hispanic, black communities continue to be hit harder by recession - San Antonio Business Journal:
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Officials with the and the say rising unemployment rates in minority communitiezs may be finallybottoming out. “Latino and African-American workerds have seen the worst ofthis recession,” says Janeg Murguía, president and CEO of National Council of La the largest national Hispanic civikl rights and advocacy organizatiomn in the United States. “Though the outlook may seem minority communities are invested in the promising deceleratiojnof unemployment.” Nearly six months afterf President Obama signed the American Recovery and Reinvestment Act into law, June unemploymenf reached a 26-year high of 9.
5 Meanwhile, unemployment for African Americans rose to nearlyh 15 percent and nearly 13 percent for Hispanics. More federa intervention may be needed to stimulat ethe economy, particularly in harder-hit minority says Christian Dorsey, a spokesman for the . “Ther slowing pace of job losses is a welcome reliegf and an indicator that the American Recovery and Reinvestment Act is effectivelyt stimulatingthe economy,” Dorsey “Unfortunately, the number of jobs it saves or creates palezs in comparison to what we’ve There are fewer jobs now than there were nine years ago, and in that time almostr 13 million (more people) have been addesd to the labor force, and a greater share of individuala is unemployed long-term than at any poiny on record.
” Heather Boushey, seniodr economist for the , agreed. “While employersa are shedding jobs at a slower pace than they did this unemployment continues to plague millions of families and will not come back down untik the economy begins to experience strongeconomic growth, which is many if not years, away,” Boushe y says. “While families everywhere struggle with higher unemployment andfewed hours, African-American and Hispanic families continude to see higher unemployment than white alongside large losses in equity from the nationwidde decline in home prices and record rates of foreclosure,” she Web site: www.nclr.
org
Officials with the and the say rising unemployment rates in minority communitiezs may be finallybottoming out. “Latino and African-American workerds have seen the worst ofthis recession,” says Janeg Murguía, president and CEO of National Council of La the largest national Hispanic civikl rights and advocacy organizatiomn in the United States. “Though the outlook may seem minority communities are invested in the promising deceleratiojnof unemployment.” Nearly six months afterf President Obama signed the American Recovery and Reinvestment Act into law, June unemploymenf reached a 26-year high of 9.
5 Meanwhile, unemployment for African Americans rose to nearlyh 15 percent and nearly 13 percent for Hispanics. More federa intervention may be needed to stimulat ethe economy, particularly in harder-hit minority says Christian Dorsey, a spokesman for the . “Ther slowing pace of job losses is a welcome reliegf and an indicator that the American Recovery and Reinvestment Act is effectivelyt stimulatingthe economy,” Dorsey “Unfortunately, the number of jobs it saves or creates palezs in comparison to what we’ve There are fewer jobs now than there were nine years ago, and in that time almostr 13 million (more people) have been addesd to the labor force, and a greater share of individuala is unemployed long-term than at any poiny on record.
” Heather Boushey, seniodr economist for the , agreed. “While employersa are shedding jobs at a slower pace than they did this unemployment continues to plague millions of families and will not come back down untik the economy begins to experience strongeconomic growth, which is many if not years, away,” Boushe y says. “While families everywhere struggle with higher unemployment andfewed hours, African-American and Hispanic families continude to see higher unemployment than white alongside large losses in equity from the nationwidde decline in home prices and record rates of foreclosure,” she Web site: www.nclr.
org
martes, 3 de julio de 2012
Boeing Projects Broader Aviation Market On Emerging Economies - NASDAQ
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Arab News | Boeing Projects Broader Aviation Market On Emerging Economies NASDAQ NASDAQ News: Boeing Projects Broader Aviation Market On Emerging Economies. Boeing: Aviation Market Resilient in Ch » |
lunes, 2 de julio de 2012
Penske losing Big Lots logistics contract - Atlanta Business Chronicle:
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is packing up this summer at thediscount retailer’s headquarters and four othed distribution facilities after the merchant optedc to not renew a logistics contract that expires in July. The Reading, Pa.-baser Penske said 186 workers, including 53 in could be affected when its contractwith Columbus-based Big Lots expires July 31. Penske spokesman Randhy Ryerson said the company has worked with the retailersince 1991. The 1,300-store Big Lots has chosen a new third-party logistics provider to continue the warehousing and distribution work that Penske performed atthe retailer’ws Phillipi Road headquarters and its distributio centers in Tremont, Pa; Ala.
; Rancho Cucamonga, Calif.; and Durant, Timothy Johnson, Big Lots’ vice presidentg of strategic planning and investor relations, said more than a doze carriers bid for the He declined to disclose the company Big Lots selectedf to succeed Penske. Big Lots and Penske representativedssaid they’re working with truck drivers lookingh to continue work under the new logistics provider. Johnsonb said the company met with workers over the weekenxd to introduce thenew contractor. In the event that some workersare cut, Ryersoh said privately held Penske will work with the state “tpo make sure employees are aware of differen t services.
” Penske employs about 20,000 workers Asked why Big Lots opted to bid for a new contractorf after the latest five-year contract with Johnson said, “a lot has changed in transportationh in the past five years. We owed it to our associatea and shareholders to take a fresh look at how we handlwoutbound transport.” The loss of the Big Lots contract comesz less than a year after Penskes was replaced at a warehouse in Lockbourne. Tenn.-based last fall stepped in at the where Penske had employed 146 Penske has 400 logisticscenters worldwide.
Its Centraol Ohio operations include a numbedr of distribution and warehousing facilities inthe
is packing up this summer at thediscount retailer’s headquarters and four othed distribution facilities after the merchant optedc to not renew a logistics contract that expires in July. The Reading, Pa.-baser Penske said 186 workers, including 53 in could be affected when its contractwith Columbus-based Big Lots expires July 31. Penske spokesman Randhy Ryerson said the company has worked with the retailersince 1991. The 1,300-store Big Lots has chosen a new third-party logistics provider to continue the warehousing and distribution work that Penske performed atthe retailer’ws Phillipi Road headquarters and its distributio centers in Tremont, Pa; Ala.
; Rancho Cucamonga, Calif.; and Durant, Timothy Johnson, Big Lots’ vice presidentg of strategic planning and investor relations, said more than a doze carriers bid for the He declined to disclose the company Big Lots selectedf to succeed Penske. Big Lots and Penske representativedssaid they’re working with truck drivers lookingh to continue work under the new logistics provider. Johnsonb said the company met with workers over the weekenxd to introduce thenew contractor. In the event that some workersare cut, Ryersoh said privately held Penske will work with the state “tpo make sure employees are aware of differen t services.
” Penske employs about 20,000 workers Asked why Big Lots opted to bid for a new contractorf after the latest five-year contract with Johnson said, “a lot has changed in transportationh in the past five years. We owed it to our associatea and shareholders to take a fresh look at how we handlwoutbound transport.” The loss of the Big Lots contract comesz less than a year after Penskes was replaced at a warehouse in Lockbourne. Tenn.-based last fall stepped in at the where Penske had employed 146 Penske has 400 logisticscenters worldwide.
Its Centraol Ohio operations include a numbedr of distribution and warehousing facilities inthe
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