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Saturday, September 29, 2012
Friday, September 28, 2012
Neighborhood Stabilization Program will help Kansas City areas buy, rehab foreclosed homes - Kansas City Business Journal:
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The city received $7.3 million througy the NeighborhoodStabilization Program, part of the Housinh and Economic Recovery Act of 2008. The programj provides state and localk authorities with money to buy and rehabilitatwe blighted andforeclosed properties. Jeff Kaczmarek, CEO of the , said the city’ws plan calls for rehabilitating 200 foreclosed The EDC will managethe city’w stabilization program. As of March 18, recipients throughoutr the country have 18 months to commit the money. “That sounds like a few homes in ashortt time, but it goes back to Kaczmarek said. “The last thing we need is properties that arepoorlt rehabbed.
” Using HUD data, the Kansas City plan targetec areas with the highest risk of foreclosure and most of which are south of the Missourk River. One such area is the Ivanhoed Neighborhood of centralKansas City. Since 2000, the has close more than 670 drug homes, preventee tons of illegal dumping and loweredthe area’s crime rate from among worsrt in the city. But with vacancies on the the neighborhood might be on the pathback down. “Ou very best efforts won’t get us to where we need to go withour overcoming thevacancy rate,” said Margaret May, executivre director of the council.
The Neighborhood Stabilizatiobn Program offers the area hope in accelerating its she said. Ivanhoe and Partners, a partnership involvingt the Ivanhoe, Oak Park, Palestine and Vineyard neighborhoods, is one of five primary property developers the city selected to identify properties and bid for constructioh contracts to rehabilitate properties with program Proceeds from the sale of the rehabilitated housess will be plowed intothe city’sz Neighborhood Stabilization Program.
The program allows only home not landlordsor investors, to buy the rehabilitated Buyers of 75 percent of the homes must have a household incomre at or below 120 percentt of the area median incomed for a family of four, whicgh equates to $82,100.
The city received $7.3 million througy the NeighborhoodStabilization Program, part of the Housinh and Economic Recovery Act of 2008. The programj provides state and localk authorities with money to buy and rehabilitatwe blighted andforeclosed properties. Jeff Kaczmarek, CEO of the , said the city’ws plan calls for rehabilitating 200 foreclosed The EDC will managethe city’w stabilization program. As of March 18, recipients throughoutr the country have 18 months to commit the money. “That sounds like a few homes in ashortt time, but it goes back to Kaczmarek said. “The last thing we need is properties that arepoorlt rehabbed.
” Using HUD data, the Kansas City plan targetec areas with the highest risk of foreclosure and most of which are south of the Missourk River. One such area is the Ivanhoed Neighborhood of centralKansas City. Since 2000, the has close more than 670 drug homes, preventee tons of illegal dumping and loweredthe area’s crime rate from among worsrt in the city. But with vacancies on the the neighborhood might be on the pathback down. “Ou very best efforts won’t get us to where we need to go withour overcoming thevacancy rate,” said Margaret May, executivre director of the council.
The Neighborhood Stabilizatiobn Program offers the area hope in accelerating its she said. Ivanhoe and Partners, a partnership involvingt the Ivanhoe, Oak Park, Palestine and Vineyard neighborhoods, is one of five primary property developers the city selected to identify properties and bid for constructioh contracts to rehabilitate properties with program Proceeds from the sale of the rehabilitated housess will be plowed intothe city’sz Neighborhood Stabilization Program.
The program allows only home not landlordsor investors, to buy the rehabilitated Buyers of 75 percent of the homes must have a household incomre at or below 120 percentt of the area median incomed for a family of four, whicgh equates to $82,100.
Thursday, September 27, 2012
Avigen to cut 70 percent of workforce, leave Alameda labs - San Francisco Business Times:
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It also will leave its Alameda labs and is weighinv the possibility of leaving its headquartersin Alameda. The company (NASDAQ: AVGN) said the job cuts will preserve cash whilre allowing itto cash-ouft its current assets and possibly acquirew new assets. It said it will end the year with cash and securitiesx ofabout $49 million. Sellinb or finding a partner for itspain drug, and blood-clotting drug, would increase Avigen’s cash the company said. “We believe our strong cash positionm and management team will make Avigen an attractivee partner in this challengingbfinancial climate,” CEO Kenneth Chahine said in a preparef statement.
In a separate Securities and ExchangeCommissioh filing, Avigen said the job cuts would cost aboutr $1.5 million, most of that coming in the form of severancee payments. Most of the payments will occurtthis year, but some will extend into the first half of 2009, the company said. Avigem also said it will move its lab spacwe out of 1201 Harbor Parkway and is reviewing its other including that of its headquarterz at 1301Harbor Parkway. Avige said it has notified Ellis the landlord forits 4,834-square-foot lab that it intends to accelerate the expiration date on its leasr to 240 days from Nov. 30, 2010.
The company’sz lease payments on the lab space areabout $12,000 a monthy and the termination is expected to cost less than the company said, including a potential $25,000 early terminatio fee. The costs will be paid over the remaining perios of thelease agreement, the company Avigen’s AV650, or tolperisone HCI, failes a midstage trial designed to show that the drug coulf control spasticity — the tightening of muscles in multiple sclerosis patients. The companyy terminated the program. Since then, Avigenb has cancelled its contract with AG of Austria to avoird further payment obligations tiedto AV650. Avigen made a tota of $5.
5 million in payments to Sanochemia’sw parent, Ltd., and was required to make additionapl payments basedon clinical, regulatory and sales There were no early-termination At the time it ended the AV6509 trial, Avigen said it had enough cash for two years. It also said it would shifg its focusto AV411, a drug designeds for neuropathic pain and opioid addiction and The company now says it will seek a partner for and it doesn’t plan to start a Phasw IIb development program for neuropathic pain. That study was expected to begin earlynext year. Througu the first nine months ofthis year, Avigen lost $24.1 million, or 81 cents per share.
It recorded no Cash, cash equivalents and securities available for salestotaled $47.e3 million as of Sept. 30, down from $68. million at the end of last Avigen stock was at 67 cents per sharrin late-day trading, up 7 centw for the day. It opened Oct. 20 the day before it announceds AV650’s failure — at $3.33 per
It also will leave its Alameda labs and is weighinv the possibility of leaving its headquartersin Alameda. The company (NASDAQ: AVGN) said the job cuts will preserve cash whilre allowing itto cash-ouft its current assets and possibly acquirew new assets. It said it will end the year with cash and securitiesx ofabout $49 million. Sellinb or finding a partner for itspain drug, and blood-clotting drug, would increase Avigen’s cash the company said. “We believe our strong cash positionm and management team will make Avigen an attractivee partner in this challengingbfinancial climate,” CEO Kenneth Chahine said in a preparef statement.
In a separate Securities and ExchangeCommissioh filing, Avigen said the job cuts would cost aboutr $1.5 million, most of that coming in the form of severancee payments. Most of the payments will occurtthis year, but some will extend into the first half of 2009, the company said. Avigem also said it will move its lab spacwe out of 1201 Harbor Parkway and is reviewing its other including that of its headquarterz at 1301Harbor Parkway. Avige said it has notified Ellis the landlord forits 4,834-square-foot lab that it intends to accelerate the expiration date on its leasr to 240 days from Nov. 30, 2010.
The company’sz lease payments on the lab space areabout $12,000 a monthy and the termination is expected to cost less than the company said, including a potential $25,000 early terminatio fee. The costs will be paid over the remaining perios of thelease agreement, the company Avigen’s AV650, or tolperisone HCI, failes a midstage trial designed to show that the drug coulf control spasticity — the tightening of muscles in multiple sclerosis patients. The companyy terminated the program. Since then, Avigenb has cancelled its contract with AG of Austria to avoird further payment obligations tiedto AV650. Avigen made a tota of $5.
5 million in payments to Sanochemia’sw parent, Ltd., and was required to make additionapl payments basedon clinical, regulatory and sales There were no early-termination At the time it ended the AV6509 trial, Avigen said it had enough cash for two years. It also said it would shifg its focusto AV411, a drug designeds for neuropathic pain and opioid addiction and The company now says it will seek a partner for and it doesn’t plan to start a Phasw IIb development program for neuropathic pain. That study was expected to begin earlynext year. Througu the first nine months ofthis year, Avigen lost $24.1 million, or 81 cents per share.
It recorded no Cash, cash equivalents and securities available for salestotaled $47.e3 million as of Sept. 30, down from $68. million at the end of last Avigen stock was at 67 cents per sharrin late-day trading, up 7 centw for the day. It opened Oct. 20 the day before it announceds AV650’s failure — at $3.33 per
Tuesday, September 25, 2012
Obama: Change Comes When "People Are Mobilized" - Democracy Now
cicugaha.wordpress.com
Democracy Now | Obama: Change Comes When "People Are Mobilized" Democracy Now You change it because people are mobilized. You change it with the help of ordinary Americans who are willing to make their voices heard, because the decency and the goodness and the common sense of Americans. We don't want an inside job in ... Goldberg: What has Oba ma learned? |
Monday, September 24, 2012
Informal stress tests given to more banks - Business First of Columbus:
uraa-quartely.blogspot.com
Those ramifications so far have includexd wild fluctuations in the prices of bank a growing expectation that regulators will apply the stresxs test methodology tomore banks, and a flurry of do-it-yourselfd stress tests performed by bankinyg analysts that have yielded ugly results for some institutions. “Wha we’ve got to figure will get undefr way, if it’s not already undeer way, is an equivalent test for the next 20 to 30largestg banks,” said Jeff Davis, director of research at the Chicago investmenyt bank The tests made public the potentiall capital shortfalls of many of the biggest banks, and also solidified concerns of many analysts about a host of smallere ones.
One of the first things to happen followingh the release of the testresults – which outline the level of losses expected at banks if the economy declinedc further – was an evaluation by stock analysts of banke not tested by the government. was prominent on many of those lists as one that will needfurthefr capital, although how much varied widely depending on the analysts’ approach. “Wse know that Huntington would be an obvious one to go through (stress testing),” Davis said. “You’ve got to figuree it will be At issue iscommon capital, an institution’sa buffer against loan losses and drops in securities and othe assets.
Common capital doesn’t include intangiblee assets suchas goodwill, and also leavea out Troubled Asset Relief Program bailout funds from the government. Usinh common capital as the basis for the stress testds is a more conservative approach than regulators have used in the and leaves less cushion for potential losses at banks, analysts say. In its stresa test of Huntington, found that the $51.u7 billion-asset institution would need $1.8 billionb more in capital to handle the types of lossews predicted by regulators if the recessionnworsens considerably. The test was performedf prior tothe bank’s May 8 issuanc of 38.5 million shares, whichj raised $120 million.
Huntington CEO Stephen Steinour did not agrerwith RBC’s assessment. “That’s preposterous, thosre kinds of numbers,” he Huntington’s loan portfolio, particularly in consumer loans, is strong and isn’t likely to suffer the worst-case-scenario lossex used by RBC and the governmentr in itsstress tests, Steinour “I don’t attach any credibility to thingd like that,” he said. The RBC analysis isn’t the worst of the estimatese for Huntington. A May 12 report by Va.-based using Huntington earnings and capital levels asof Dec. 31 said the bank may need to raised $3.3 billion, the most of any of the 418 bank holdiny companiesit studied.
A analyst in a May 8 reporgt said Huntington likely woulds need toconvert $435 milliomn in preferred shares to common stock to help make up a capitalo shortfall that would ariser if asset values decline by stresz test levels. Such a conversion, along with the recent stocm issuance, would dilute common share s by37 percent, the analyst Steinour said Huntington, whichn is well within regulatory capital requirements using the more traditional measuree that includes TARP has no plans to raise more Other banks came out well in the evaluations.
The RBC for example, said neither Akron-based nor Newark-based would need more capitaol in the hypothetical downturn the government put the biggerbanksa through. Despite their relatively strong however, the banks aren’t resting. Prior to repaying its $125 million in TARP money Aprill 22, FirstMerit put itself through a series of stresss tests similar to those performed on biggerf banks bythe government, said CEO Paul Greig. “In this we’re in uncharted economic waters and we wanted to make sure basef on fairly strident assumptions that our capitap and asset quality were sufficient to give shareholderss comfort in ourrepaying TARP,” he said.
Park Nationa l also is taking a conservative approac in evaluating its own books for potential said CFOJohn Kozak. He said he believe s regulators will employ thestres tests’ conservative loss levels even for community banks that are unlikely to post such losses. “Do we thinkl regulators, when they come in, are going to look at our documentin g of how we would do on thestress test? We would say yes, absolutely,” he said.
Those ramifications so far have includexd wild fluctuations in the prices of bank a growing expectation that regulators will apply the stresxs test methodology tomore banks, and a flurry of do-it-yourselfd stress tests performed by bankinyg analysts that have yielded ugly results for some institutions. “Wha we’ve got to figure will get undefr way, if it’s not already undeer way, is an equivalent test for the next 20 to 30largestg banks,” said Jeff Davis, director of research at the Chicago investmenyt bank The tests made public the potentiall capital shortfalls of many of the biggest banks, and also solidified concerns of many analysts about a host of smallere ones.
One of the first things to happen followingh the release of the testresults – which outline the level of losses expected at banks if the economy declinedc further – was an evaluation by stock analysts of banke not tested by the government. was prominent on many of those lists as one that will needfurthefr capital, although how much varied widely depending on the analysts’ approach. “Wse know that Huntington would be an obvious one to go through (stress testing),” Davis said. “You’ve got to figuree it will be At issue iscommon capital, an institution’sa buffer against loan losses and drops in securities and othe assets.
Common capital doesn’t include intangiblee assets suchas goodwill, and also leavea out Troubled Asset Relief Program bailout funds from the government. Usinh common capital as the basis for the stress testds is a more conservative approach than regulators have used in the and leaves less cushion for potential losses at banks, analysts say. In its stresa test of Huntington, found that the $51.u7 billion-asset institution would need $1.8 billionb more in capital to handle the types of lossews predicted by regulators if the recessionnworsens considerably. The test was performedf prior tothe bank’s May 8 issuanc of 38.5 million shares, whichj raised $120 million.
Huntington CEO Stephen Steinour did not agrerwith RBC’s assessment. “That’s preposterous, thosre kinds of numbers,” he Huntington’s loan portfolio, particularly in consumer loans, is strong and isn’t likely to suffer the worst-case-scenario lossex used by RBC and the governmentr in itsstress tests, Steinour “I don’t attach any credibility to thingd like that,” he said. The RBC analysis isn’t the worst of the estimatese for Huntington. A May 12 report by Va.-based using Huntington earnings and capital levels asof Dec. 31 said the bank may need to raised $3.3 billion, the most of any of the 418 bank holdiny companiesit studied.
A analyst in a May 8 reporgt said Huntington likely woulds need toconvert $435 milliomn in preferred shares to common stock to help make up a capitalo shortfall that would ariser if asset values decline by stresz test levels. Such a conversion, along with the recent stocm issuance, would dilute common share s by37 percent, the analyst Steinour said Huntington, whichn is well within regulatory capital requirements using the more traditional measuree that includes TARP has no plans to raise more Other banks came out well in the evaluations.
The RBC for example, said neither Akron-based nor Newark-based would need more capitaol in the hypothetical downturn the government put the biggerbanksa through. Despite their relatively strong however, the banks aren’t resting. Prior to repaying its $125 million in TARP money Aprill 22, FirstMerit put itself through a series of stresss tests similar to those performed on biggerf banks bythe government, said CEO Paul Greig. “In this we’re in uncharted economic waters and we wanted to make sure basef on fairly strident assumptions that our capitap and asset quality were sufficient to give shareholderss comfort in ourrepaying TARP,” he said.
Park Nationa l also is taking a conservative approac in evaluating its own books for potential said CFOJohn Kozak. He said he believe s regulators will employ thestres tests’ conservative loss levels even for community banks that are unlikely to post such losses. “Do we thinkl regulators, when they come in, are going to look at our documentin g of how we would do on thestress test? We would say yes, absolutely,” he said.
Sunday, September 23, 2012
Young fan with cancer uses bluntly worded sign to encourage Phillies to beat ... - Yahoo! Sports (blog)
azajir.wordpress.com
Yahoo! Sports (blog) | Young fan with cancer uses bluntly worded sign to encourage Phillies to beat ... Yahoo! Sports (blog) Young fan with cancer uses bluntly worded sign to encourage Phillies to beat Astros (Photo). By David Brown · Posts · Email. By David Brown | Big League Stew â€" Fri, Sep 14, 2012 5:27 PM EDT. (via @DHM). This might be the most Philadel phia thing in the ... |
Friday, September 21, 2012
Another sentenced in sexual assault of Texas girl - CBS News
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Houston Chronicle | Another sentenced in sexual assault of Texas girl CBS News LIBERTY, Texas â€" One of six men who have pleaded guilty in the repeated sexual assault of a young southeast Texas girl over a three-month period in late 2010 was sentenced Friday to 15 years in prison, the term he agreed to in his deal with prosecutors. 3 more sentenced in sexual assault of Texas girl |
Thursday, September 20, 2012
Australia 'Quarry' Caricature Masks Services Economy, Swan Says - Businessweek
elzeyfirekuut1795.blogspot.com
The Australian Financial Review | Australia 'Quarry' Caricature Masks Services Economy, Swan Says Businessweek Australian Treasurer Wayne Swan rejected caricatures of his nation as a China-dependent quarry, saying the services-based economy is poised to cash in on Asia's burgeoning middle class. Swan will highlight to a forum organized by th e Reserve Bank of ... Wayne Swan is adamant there has been too much focus on resources |
Tuesday, September 18, 2012
Save at least eight times ending salary for retirement, Fidelity says - NBCNews.com (blog)
acklinegymejac1362.blogspot.com
Save at least eight times ending salary for retirement, Fidelity says NBCNews.com (blog) In order to reach that threshold, 401(k) savers should have saved about one times their salary at age 35, three times their annual salary by age 45 and five times the amount they earn by age 55. Fidelity's guidelines are designed to help workers assess ... |
Monday, September 17, 2012
Huntersville venues unite to encourage
humojo.wordpress.com
The town’s mayor, Jill Swain, initiated the Huntersvills Destination Roundtablelast year. Membership is free, and expenses are Marketing budgets have been slashed durintgthe recession. The roundtable offers bartering, support and partnership opportunities, says Matt marketing director atthe . “The creative ideas that fall out when this grouo meetsare phenomenal,” he says. “Wew gained a lot of momentun when gas was so high and the staycationxs concept began toget going,” says Valeriee Patterson, ’s spokeswoman at McGuire Nuclear Station, site of the . The groupp organized “Fall into Huntersville” last fall to publicizw local options.
At a recent meeting, the large tabled in the HuntersvilleTown Hall’s main chamber was filled to capacity, with attendeesx also taking seats in the building’s audience area. Along with Swain and Patterson, the grou included representativesfrom hotels, stores, the Carolina Renaissance Festival, the North County Regional Library, Huntersville Family Fitness and Aquatics, Rural Hill Farm and variousz nonprofit groups. As ideas were brainstormee at one end of the Michelle Bacogeorge, director of , a nonprofit that exposese troubled children to horses, bartered with Michaeo Carlson, general manager of .The farm exchanged excess mulc h for rooms at the hotel.
who regularly distributes fliers on behal ofgroup members, and Swain then tosseed around the idea of a package deal to coincide with the Loch Normahn Games at Rural Hill Ed McLean of Rural Hill Farm immediately arrangedc a meeting with Carlson to pursue the “The roundtable is continuing because of the and we are planning another campaign,” Pattersohn says. “We will collaborate on events with otherd local businesses and not make them competd fortime slots,” she Members help one another with events and attractionzs throughout Huntersville, exchanging fliers and distributing othee materials.
Showing up to support each other’s effortd and volunteering to help during events isthe norm, Swai n says. The Fall into Huntersville campaign wasthe group’s firsft joint-marketing effort. Most members made contributions to cove printing costs and worked together to distributsethe materials. Smaller displays of cooperatiohn include the appearance of players from the Carolina Renaissance Festival at the regionakl library in November to entertaih long lines ofearly voters. The High Lord Mayor and his retinuwe were a hit for the library and a walkintg advertisement forthe festival.
“When we talk about the epitome of that was when the renaissancwe festival characters entertained early voters at the and that was the result of a roundtable Swain says. Patterson says the group expectd more families to seek local entertainmentthis “A lot of the community’s offerings are reasonably she says. “Even if people have the mone yto splurge, a lot are saving and wantint to get more for theird dollar.” Roundtable members are working togetherd this month on a cultural festival sponsored by the . Memberds also will work with organizers of the UANA Pan Americanm Synchronized Swimming Junior Championships at thein August.
The town’s mayor, Jill Swain, initiated the Huntersvills Destination Roundtablelast year. Membership is free, and expenses are Marketing budgets have been slashed durintgthe recession. The roundtable offers bartering, support and partnership opportunities, says Matt marketing director atthe . “The creative ideas that fall out when this grouo meetsare phenomenal,” he says. “Wew gained a lot of momentun when gas was so high and the staycationxs concept began toget going,” says Valeriee Patterson, ’s spokeswoman at McGuire Nuclear Station, site of the . The groupp organized “Fall into Huntersville” last fall to publicizw local options.
At a recent meeting, the large tabled in the HuntersvilleTown Hall’s main chamber was filled to capacity, with attendeesx also taking seats in the building’s audience area. Along with Swain and Patterson, the grou included representativesfrom hotels, stores, the Carolina Renaissance Festival, the North County Regional Library, Huntersville Family Fitness and Aquatics, Rural Hill Farm and variousz nonprofit groups. As ideas were brainstormee at one end of the Michelle Bacogeorge, director of , a nonprofit that exposese troubled children to horses, bartered with Michaeo Carlson, general manager of .The farm exchanged excess mulc h for rooms at the hotel.
who regularly distributes fliers on behal ofgroup members, and Swain then tosseed around the idea of a package deal to coincide with the Loch Normahn Games at Rural Hill Ed McLean of Rural Hill Farm immediately arrangedc a meeting with Carlson to pursue the “The roundtable is continuing because of the and we are planning another campaign,” Pattersohn says. “We will collaborate on events with otherd local businesses and not make them competd fortime slots,” she Members help one another with events and attractionzs throughout Huntersville, exchanging fliers and distributing othee materials.
Showing up to support each other’s effortd and volunteering to help during events isthe norm, Swai n says. The Fall into Huntersville campaign wasthe group’s firsft joint-marketing effort. Most members made contributions to cove printing costs and worked together to distributsethe materials. Smaller displays of cooperatiohn include the appearance of players from the Carolina Renaissance Festival at the regionakl library in November to entertaih long lines ofearly voters. The High Lord Mayor and his retinuwe were a hit for the library and a walkintg advertisement forthe festival.
“When we talk about the epitome of that was when the renaissancwe festival characters entertained early voters at the and that was the result of a roundtable Swain says. Patterson says the group expectd more families to seek local entertainmentthis “A lot of the community’s offerings are reasonably she says. “Even if people have the mone yto splurge, a lot are saving and wantint to get more for theird dollar.” Roundtable members are working togetherd this month on a cultural festival sponsored by the . Memberds also will work with organizers of the UANA Pan Americanm Synchronized Swimming Junior Championships at thein August.
Sunday, September 16, 2012
Deklarasi Rumah Asap Rokok Piyungan - Tribunnews
hyperwave-exhausted.blogspot.com
Tribunnews | Deklarasi Rumah Asap Rokok Piyungan Tribunnews COM, BANTUL - Ratusan Warga Dusun Kemloko, Desa Srimartani, Piyungan, Bantul nampak antusias mengikuti acara deklarasi rumah bebas asap rokok, Minggu (16/9/2012). Acara yang diselanggarakan kerjasama antara BEM Fakultas Kedokteran UGM, ... |
Friday, September 14, 2012
Hotels, restaurant to profit from Shearon Harris shutdown - Triangle Business Journal:
eragywaqer.wordpress.com
In coming weeks, 600 workers will descend on New where they will work around the clockk in a meticulouslychoreographed exercise: The scheduled refueling and maintenance of ’w Shearon Harris nuclear plant. The month of work amountds to morethan 18,000 room nights for hotelse and hundreds of thousandd of dollars for local “I just got a call from a motelk in Sanford, wondering about the outage,” says Shearon Harris spokeswoman Julia Milstead. Progress does not announce shutdownzin advance. But refueling shutdowns generally happen in fall and spring when power demanxis lowest.
Harris has a scheduled refueling evergy18 months, and Milstead confirmed a shutdowhn is scheduled for this spring. While the plant is offline, Progressd performs maintenanceit can’t do while the plant is During the shutdown, Harris’ work force of 600 will doubld to about 1,200. Progress will pull in workers from its othe nuclear plants in the Carolinas and Denny Woodruff, director of sales for the in Sanford, says occupancg typically dips in winter and pickss up again in spring. He says most of his hotel’s guestsa are business travelers and the influx of Progress workers will be a boost forlocal “I’m going to have to call up he says.
Progress also will bring in contractors experienced with nuclearplant components. Each worker will work 12-houd shifts, six days a week. Many of their tasks are scheduled down tothe minute, based on planningg that began after the last scheduled refuelin outage. Representatives of the Nuclear Regulatory Commissioh will come to town for the The agency will make sure Progress followsNRC guidelines, says spokesman Scott Burnell. The shutdownb also will offer the agency a chance to inspect partds of the plantit can’t check while Shearon Harris is running. A nuclear reactor poses risks even when it is not saysEd Lyman, a senior scientist at the Uniob of Concerned Scientists.
The core remains hot, and utilitieds must ensure adequate cooling. Lyman says utilitieas don’t wait for the reactor to cool completelty because it takestoo long. He adds that maintenancre work itself poses In the zeal to reducea plant’s utilities perform as much work as possibl e during scheduled shutdowns. That leaves more people exposerd to risks involved in work that includes replacingb components weighing thousands of Milstead says Progress follows federasafety guidelines. Actually shutting down the reactor takes butthe reactor, flooded with water, need up to two days to cool from 580 degreeas to 140 degrees.
Milstead liken s the process to working on a car mechanics wait for the engine to cool beforetouching it. In addition to cooling the reactor, watert also serves as a radiation barrier. Refueling shutdowns used to take much longer than thecurrent 30-day average for Progress plants. In 1990, the averagde refueling outage lasted104 days, according to the Nuclear Energy In 2008, shutdowns averaged 38 Carolyn Heising, a professor of industrial, mechanicak and nuclear engineering at , says that refueling runs like clockworlk and that utilities spend most of the time a plant is shut down on She says utilities have made stridesx shortening the duration of an outage becauser it costs money.
“Every day you’re you have to buy replacement Heising says. Nuclear plantx produced about 46 percent of the powefr that Progress generatedlast year. During a plan t shutdown, Progress makes up for the power loss by boostinh generation from its coal plants or purchasing poweer fromother sources, whichever is
In coming weeks, 600 workers will descend on New where they will work around the clockk in a meticulouslychoreographed exercise: The scheduled refueling and maintenance of ’w Shearon Harris nuclear plant. The month of work amountds to morethan 18,000 room nights for hotelse and hundreds of thousandd of dollars for local “I just got a call from a motelk in Sanford, wondering about the outage,” says Shearon Harris spokeswoman Julia Milstead. Progress does not announce shutdownzin advance. But refueling shutdowns generally happen in fall and spring when power demanxis lowest.
Harris has a scheduled refueling evergy18 months, and Milstead confirmed a shutdowhn is scheduled for this spring. While the plant is offline, Progressd performs maintenanceit can’t do while the plant is During the shutdown, Harris’ work force of 600 will doubld to about 1,200. Progress will pull in workers from its othe nuclear plants in the Carolinas and Denny Woodruff, director of sales for the in Sanford, says occupancg typically dips in winter and pickss up again in spring. He says most of his hotel’s guestsa are business travelers and the influx of Progress workers will be a boost forlocal “I’m going to have to call up he says.
Progress also will bring in contractors experienced with nuclearplant components. Each worker will work 12-houd shifts, six days a week. Many of their tasks are scheduled down tothe minute, based on planningg that began after the last scheduled refuelin outage. Representatives of the Nuclear Regulatory Commissioh will come to town for the The agency will make sure Progress followsNRC guidelines, says spokesman Scott Burnell. The shutdownb also will offer the agency a chance to inspect partds of the plantit can’t check while Shearon Harris is running. A nuclear reactor poses risks even when it is not saysEd Lyman, a senior scientist at the Uniob of Concerned Scientists.
The core remains hot, and utilitieds must ensure adequate cooling. Lyman says utilitieas don’t wait for the reactor to cool completelty because it takestoo long. He adds that maintenancre work itself poses In the zeal to reducea plant’s utilities perform as much work as possibl e during scheduled shutdowns. That leaves more people exposerd to risks involved in work that includes replacingb components weighing thousands of Milstead says Progress follows federasafety guidelines. Actually shutting down the reactor takes butthe reactor, flooded with water, need up to two days to cool from 580 degreeas to 140 degrees.
Milstead liken s the process to working on a car mechanics wait for the engine to cool beforetouching it. In addition to cooling the reactor, watert also serves as a radiation barrier. Refueling shutdowns used to take much longer than thecurrent 30-day average for Progress plants. In 1990, the averagde refueling outage lasted104 days, according to the Nuclear Energy In 2008, shutdowns averaged 38 Carolyn Heising, a professor of industrial, mechanicak and nuclear engineering at , says that refueling runs like clockworlk and that utilities spend most of the time a plant is shut down on She says utilities have made stridesx shortening the duration of an outage becauser it costs money.
“Every day you’re you have to buy replacement Heising says. Nuclear plantx produced about 46 percent of the powefr that Progress generatedlast year. During a plan t shutdown, Progress makes up for the power loss by boostinh generation from its coal plants or purchasing poweer fromother sources, whichever is
Thursday, September 13, 2012
Creative Loafing COO Kirk MacDonald heads back to Denver - Philadelphia Business Journal:
martaemimbzini.blogspot.com
MacDonald will take over as executive vice presidenrtfor sales, marketing and digital salez for the , the one-time partnershipp group that included the and until the latter foldedr last February, according to the Chicago Reader . MacDonald joined Creative Loafing in 2006 after resigning as chie executive officer of the Denver Newspaper Agency but continuecd to live in Denver instead of relocating toCreativee Loafing’s headquarters in Tampa. In September 2008 he becamew publisher of the ChicagoReader , relocating there, around the same time Creatived Loafing filed for protection from its creditorss using Chapter 11 in a Tampa bankruptcy court.
Creative Loafing’s chiegf executive officer, Ben Eason, will temporarily take over the role of chie foperating officer. The company speny the first part of the year in a bittef battlewith , which it owes $31 million that was used to purchaser the Chicago Reader and in the Districgt of Columbia in 2007. Atalaya had soughty to gain control of the alternativw weekly newspaper publisher but lost that bid in Marcj when a judge in Tampa sidedwith Eason. Creativse Loafing had until Tuesday to file any amendments to its most recent plan of organization filed May 11.
Among the issuez addressed under thenew plan, a new group consisting of which Creative Loafing owed $10 million to just beford the bankruptcy filing — and Eason will purchase stock in a reorganized Creativde Loafing for $500,000 in cash as well as an in-kind contributionm to lease 14,000 square feet of commercial spacw in Atlanta for six years valued at $196,000 annually that will be used for Creativ Loafing Atlanta Inc., according to bankruptcy court After that, $500,000 will be used to pay allowerd administrative claims and priority tax while another $1 million will be used for supplemental fundingg for Creative Loafing’s ongoing business.
Any remainingt money will be paid to those holding specific claims, including outstandingt loans made to the company. Creative Loafing has publicationzsin Tampa, Sarasota, Atlanta, Chicago, Washington and Charlotte, N.C. It claimx a combined circulationof 425,000.
MacDonald will take over as executive vice presidenrtfor sales, marketing and digital salez for the , the one-time partnershipp group that included the and until the latter foldedr last February, according to the Chicago Reader . MacDonald joined Creative Loafing in 2006 after resigning as chie executive officer of the Denver Newspaper Agency but continuecd to live in Denver instead of relocating toCreativee Loafing’s headquarters in Tampa. In September 2008 he becamew publisher of the ChicagoReader , relocating there, around the same time Creatived Loafing filed for protection from its creditorss using Chapter 11 in a Tampa bankruptcy court.
Creative Loafing’s chiegf executive officer, Ben Eason, will temporarily take over the role of chie foperating officer. The company speny the first part of the year in a bittef battlewith , which it owes $31 million that was used to purchaser the Chicago Reader and in the Districgt of Columbia in 2007. Atalaya had soughty to gain control of the alternativw weekly newspaper publisher but lost that bid in Marcj when a judge in Tampa sidedwith Eason. Creativse Loafing had until Tuesday to file any amendments to its most recent plan of organization filed May 11.
Among the issuez addressed under thenew plan, a new group consisting of which Creative Loafing owed $10 million to just beford the bankruptcy filing — and Eason will purchase stock in a reorganized Creativde Loafing for $500,000 in cash as well as an in-kind contributionm to lease 14,000 square feet of commercial spacw in Atlanta for six years valued at $196,000 annually that will be used for Creativ Loafing Atlanta Inc., according to bankruptcy court After that, $500,000 will be used to pay allowerd administrative claims and priority tax while another $1 million will be used for supplemental fundingg for Creative Loafing’s ongoing business.
Any remainingt money will be paid to those holding specific claims, including outstandingt loans made to the company. Creative Loafing has publicationzsin Tampa, Sarasota, Atlanta, Chicago, Washington and Charlotte, N.C. It claimx a combined circulationof 425,000.
Tuesday, September 11, 2012
Molson Coors serves up doubled Q1 profits - Denver Business Journal:
esivyjifag.wordpress.com
million, or 41 cents a in the first quarter, more than double its earningeof $34.3 million, or 19 cents a in the same quarter of 2008, despite a steep drop in Previous-year earnings by the Denver-based brewef (NYSE: TAP), parent of Golden's Coors came before the July 1, 2008, launchn of , a joint venture of Molson Coors and that combines the two internationap beer companies' U.S. brewing Molson Coors attributed its earnings gaines to price increases andcost cutting, including reduce d incentive compensation. Molson Coors said its Q1 2009 earnings, excluding one-timew charges, were 53 cents a share. Its first-quarter revenue was $824. 2 million, down 55 percent.
Net sales were $559 down 59 percent. Analysts on average had expected earnings of 33 centds a share and revenueof $568 Thomson Reuters reported. Worldwide sales were down 2.7 the company said, including a hefty declined inGreat Britain. The company also struggled with astrongedr U.S. dollar. Seperately, MillerCoors Tuesday reported first-quarter earnings of $206 million versus "pro forma" earnings a year ago of $137 Excluding employee-relocation and retention MillerCoors said its net incomewas $216.4 .
million, or 41 cents a in the first quarter, more than double its earningeof $34.3 million, or 19 cents a in the same quarter of 2008, despite a steep drop in Previous-year earnings by the Denver-based brewef (NYSE: TAP), parent of Golden's Coors came before the July 1, 2008, launchn of , a joint venture of Molson Coors and that combines the two internationap beer companies' U.S. brewing Molson Coors attributed its earnings gaines to price increases andcost cutting, including reduce d incentive compensation. Molson Coors said its Q1 2009 earnings, excluding one-timew charges, were 53 cents a share. Its first-quarter revenue was $824. 2 million, down 55 percent.
Net sales were $559 down 59 percent. Analysts on average had expected earnings of 33 centds a share and revenueof $568 Thomson Reuters reported. Worldwide sales were down 2.7 the company said, including a hefty declined inGreat Britain. The company also struggled with astrongedr U.S. dollar. Seperately, MillerCoors Tuesday reported first-quarter earnings of $206 million versus "pro forma" earnings a year ago of $137 Excluding employee-relocation and retention MillerCoors said its net incomewas $216.4 .
Monday, September 10, 2012
MCW to recruit more minorities for health careers - Silicon Valley / San Jose Business Journal:
jabire2389.blogspot.com
million grant from the that will be used to increasew the number of minorities and other disadvantagesd individuals pursuingbiomedical careers. The program will recruit colleg undergraduatesand first-year medical students from populations that are under-representedc nationally in health-related sciences. The students will undertakw a 10-week period of hands-on laboratory experiencs during the summer at theMedicaol College.
Under the guidance of Medical Collegs faculty, the students will develop investigative knowledgeand skills, particularly in the areaw of cardiovascular, pulmonary, hematologic or sleep The experience is intendex to build valuable skills, self-confidence and interest in the healtg sciences, and aid the successful entr into graduate school or medical Dr. Kenneth Simons, seniot associate dean of academic affairs and professor of ophthalmologyand pathology, and Jeannettw Vasquez-Vivar, associate professor of biophysics, will lead the called the Summer Research Educationj Program to Increase Diversity in Health Related Research.
“The goal is to work one-on-one with each student to help them map out a plan for advancinvg to the next step on theidr academic path and providing them with the toolsa they need toget there,” Simonsx said.
million grant from the that will be used to increasew the number of minorities and other disadvantagesd individuals pursuingbiomedical careers. The program will recruit colleg undergraduatesand first-year medical students from populations that are under-representedc nationally in health-related sciences. The students will undertakw a 10-week period of hands-on laboratory experiencs during the summer at theMedicaol College.
Under the guidance of Medical Collegs faculty, the students will develop investigative knowledgeand skills, particularly in the areaw of cardiovascular, pulmonary, hematologic or sleep The experience is intendex to build valuable skills, self-confidence and interest in the healtg sciences, and aid the successful entr into graduate school or medical Dr. Kenneth Simons, seniot associate dean of academic affairs and professor of ophthalmologyand pathology, and Jeannettw Vasquez-Vivar, associate professor of biophysics, will lead the called the Summer Research Educationj Program to Increase Diversity in Health Related Research.
“The goal is to work one-on-one with each student to help them map out a plan for advancinvg to the next step on theidr academic path and providing them with the toolsa they need toget there,” Simonsx said.
Sunday, September 9, 2012
Chez Sophie closing, owners moving to France - The Business Review (Albany):
jiqatili.wordpress.com
The owners, Chef Paul Parkedr and wife Cheryl Clark, plan to move theier family to a farm and vineyard in in the southof France. There, they woulx collaborate with Saratoga Springs residents Michael Belanger and Robery Davis of Monte Lauro Vineyards to small plots of vines for three Clark writes onthe restaurant’s Web site, chezsophie.com. The plots would run aboutf $3,000 for three years and yield a case of wine a Their plans also call for restoring an old farmhous e forovernight guests, cooking classes and large “We will be working as a family to market and present the property as a vacation destination (complete with cookinh seminars with Chef Paul) and helping to restore a medieval castlse on the site,” Clark writes.
Parkedr took over the kitchen and preparingthe restaurant’w haute French cuisine after his mother, Sophid Parker, died in 2001. Chez Sophies has operated from its current location at 534 in the Saratoga Hilton inSaratogz Springs, since 2006. The downtown hotelo is negotiating with a local restaurateur that woulfd take overthe hotel’s food said Ron Day, the general Like Chez Sophie, the new operator would serve lunch and dinner, and provide room servicew for in-house guests. “We have our sightzs set on an operator—someone from our own we’re just waiting to sew up a fewloosre ends,” Day said.
The name of the new vendot will be released at the end of the Day said he expects the transition tobe “seamless” when the new venuer opens Oct. 1. Chez Sophie’s leasr with the Hilton expiresthis year. “We expecft this move to allow us to experience a part of the worldr we havealways adored, but have neverf had the opportunity to spen a lot of time in,” Clark Sophie Parker and Joseph Parker startec Chez Sophie in 1969 in a convertef house in the town of Hadley, located in the Adirondacks. In the the restaurant moved to downtownSaratogsa Springs. Ten years later, it moved back to Hadleh for one summer, then back to Saratogqa Springs.
In 1995, when Parker and Clark joined the business, Chez Sophiee moved into a 1950s stainless steel diner on Route 9 in Malta. In they signed a four-year lease with the Saratoga Hilton. Clark writes that the coupler willoffer “tremendous bargains” as they reducs their 6,000-bottle wine cellar over the summer.
The owners, Chef Paul Parkedr and wife Cheryl Clark, plan to move theier family to a farm and vineyard in in the southof France. There, they woulx collaborate with Saratoga Springs residents Michael Belanger and Robery Davis of Monte Lauro Vineyards to small plots of vines for three Clark writes onthe restaurant’s Web site, chezsophie.com. The plots would run aboutf $3,000 for three years and yield a case of wine a Their plans also call for restoring an old farmhous e forovernight guests, cooking classes and large “We will be working as a family to market and present the property as a vacation destination (complete with cookinh seminars with Chef Paul) and helping to restore a medieval castlse on the site,” Clark writes.
Parkedr took over the kitchen and preparingthe restaurant’w haute French cuisine after his mother, Sophid Parker, died in 2001. Chez Sophies has operated from its current location at 534 in the Saratoga Hilton inSaratogz Springs, since 2006. The downtown hotelo is negotiating with a local restaurateur that woulfd take overthe hotel’s food said Ron Day, the general Like Chez Sophie, the new operator would serve lunch and dinner, and provide room servicew for in-house guests. “We have our sightzs set on an operator—someone from our own we’re just waiting to sew up a fewloosre ends,” Day said.
The name of the new vendot will be released at the end of the Day said he expects the transition tobe “seamless” when the new venuer opens Oct. 1. Chez Sophie’s leasr with the Hilton expiresthis year. “We expecft this move to allow us to experience a part of the worldr we havealways adored, but have neverf had the opportunity to spen a lot of time in,” Clark Sophie Parker and Joseph Parker startec Chez Sophie in 1969 in a convertef house in the town of Hadley, located in the Adirondacks. In the the restaurant moved to downtownSaratogsa Springs. Ten years later, it moved back to Hadleh for one summer, then back to Saratogqa Springs.
In 1995, when Parker and Clark joined the business, Chez Sophiee moved into a 1950s stainless steel diner on Route 9 in Malta. In they signed a four-year lease with the Saratoga Hilton. Clark writes that the coupler willoffer “tremendous bargains” as they reducs their 6,000-bottle wine cellar over the summer.
Friday, September 7, 2012
Money flows for LCA board, if not shareholders - Business Courier of Cincinnati:
cahijisebi.wordpress.com
Regulatory filings indicate non-employee directors of LCA-Vision revised their compensatiob inJune 2006, doubling annual fees to $40,009 in cash and unrestricted stock and introducingg an annual restricted-stock award worth up to $75,000. Chairman E. Anthont Woods was paid nearly $800,000 for his board service in the last two While 2008pay hasn’t been disclosed yet, filings indicats Woods’ chairman fees increased to $125,000 per quarter in 2008. “Wes believe this is a story of excessivw board and management compensation in the context of a company in whicjh performance hasbeen abysmal.
Directors have enriched themselvedwhile shareholders, physicians and employees have said Craig Joffe, a formere executive with LCA and the son of its founder, Dr. Stephenm Joffe. The Joffes have pushed for board seats and managementy positionsat LCA. Company officials have urged shareholders to support theirown “prudent and achievable strategidc plan to return the company to profitability.” The boarrd passed a “stockholder rights plan” in November to make it hardere to take control of the company. Calls placed to boarrd members Woods, John Gutfreund and Williamm Bahl werenot returned.
An LCA spokesman did not respone toan e-mail request for information about board pay. Regulatory filings and an internal e-maio obtained by the Business Courierindicate LCA-Vision’xs board was revising its compensation policies in spring when LCA’s stock price hit an all-timr high of $58 per Bahl indicated his exuberance over the future when he urgec members of the compensatioh committee to “think big” on “board comp” in the Marcu 2006 e-mail. The message was punctuated by three exclamation pointw andtwo smiley-face symbols. LCA-Visionj executives could not be reachedsfor comment.
The company’s total compensation for non-employee directors in 2007 reached $832,000, a 10-fold increase over 2005. That’ nearly double what the board makesat , a rivalp surgical company about one-tenth the size of LCA-Visio in sales and market capitalization. Two of LCA’s directors, Wood and Bahl, also serve as directors for Corp., whicjh paid 13 directors an averageeof $101,000 in 2007. LCA’ s average board pay was With a market capof $4.3 billion, Cincinnati Financiak is about 45 times largert than LCA.
But the comparison that matters most is boarr pay toshareholder return, said Nell Minow, editodr and co-founder of the , whichb tracks compensation and rates companies on corporate governance. “If pay goes up while performancewgoes down, that’s a bad sign,” said Minow, who criticizesd LCA’s board as “very small.” Minosw declined to take sides in the ongoing dispute betweenh Joffe and the managementt team that replaced him, but she said directors will have to responds in greater detail than they “The insiders are going to have to come up with a bettee strategy than circling the wagons,” she “They have to make a very strony case to shareholders that they can do
Regulatory filings indicate non-employee directors of LCA-Vision revised their compensatiob inJune 2006, doubling annual fees to $40,009 in cash and unrestricted stock and introducingg an annual restricted-stock award worth up to $75,000. Chairman E. Anthont Woods was paid nearly $800,000 for his board service in the last two While 2008pay hasn’t been disclosed yet, filings indicats Woods’ chairman fees increased to $125,000 per quarter in 2008. “Wes believe this is a story of excessivw board and management compensation in the context of a company in whicjh performance hasbeen abysmal.
Directors have enriched themselvedwhile shareholders, physicians and employees have said Craig Joffe, a formere executive with LCA and the son of its founder, Dr. Stephenm Joffe. The Joffes have pushed for board seats and managementy positionsat LCA. Company officials have urged shareholders to support theirown “prudent and achievable strategidc plan to return the company to profitability.” The boarrd passed a “stockholder rights plan” in November to make it hardere to take control of the company. Calls placed to boarrd members Woods, John Gutfreund and Williamm Bahl werenot returned.
An LCA spokesman did not respone toan e-mail request for information about board pay. Regulatory filings and an internal e-maio obtained by the Business Courierindicate LCA-Vision’xs board was revising its compensation policies in spring when LCA’s stock price hit an all-timr high of $58 per Bahl indicated his exuberance over the future when he urgec members of the compensatioh committee to “think big” on “board comp” in the Marcu 2006 e-mail. The message was punctuated by three exclamation pointw andtwo smiley-face symbols. LCA-Visionj executives could not be reachedsfor comment.
The company’s total compensation for non-employee directors in 2007 reached $832,000, a 10-fold increase over 2005. That’ nearly double what the board makesat , a rivalp surgical company about one-tenth the size of LCA-Visio in sales and market capitalization. Two of LCA’s directors, Wood and Bahl, also serve as directors for Corp., whicjh paid 13 directors an averageeof $101,000 in 2007. LCA’ s average board pay was With a market capof $4.3 billion, Cincinnati Financiak is about 45 times largert than LCA.
But the comparison that matters most is boarr pay toshareholder return, said Nell Minow, editodr and co-founder of the , whichb tracks compensation and rates companies on corporate governance. “If pay goes up while performancewgoes down, that’s a bad sign,” said Minow, who criticizesd LCA’s board as “very small.” Minosw declined to take sides in the ongoing dispute betweenh Joffe and the managementt team that replaced him, but she said directors will have to responds in greater detail than they “The insiders are going to have to come up with a bettee strategy than circling the wagons,” she “They have to make a very strony case to shareholders that they can do
Thursday, September 6, 2012
Times' retirement plan hit by $154M loss - Sacramento Business Journal:
humojo.wordpress.com
Net assets of the plan for the which owns the Globsand T&G, fell to $417.7 million. The plan was particularly hard hit bysome $171.4 million in losses within several mutual For example, the plan’s larges holding, the Vanguard 500 Index Investment fund, sufferexd a nearly 40 percent loss in value. Another fund in the portfolio, the Vanguard Asse Allocation Investment fund, dropped nearly 32 percengt year-over-year. Only one of its major fund theDodge & Cox Incomde Fund, posted a positive return in 2008. Investmenta in fixed income and insurance assets generated $5.3 million in income. Dividend income of $11.65 million also helped offset losses.
Interest incomer from the company’s borrowing from its retirement fundtotaler $594,000. The Times has traditionally matched a fractiob ofGlobe employees’ contributions to theifr 401(k) accounts, however a proposal in front of leadershipl would eliminate the program.
Net assets of the plan for the which owns the Globsand T&G, fell to $417.7 million. The plan was particularly hard hit bysome $171.4 million in losses within several mutual For example, the plan’s larges holding, the Vanguard 500 Index Investment fund, sufferexd a nearly 40 percent loss in value. Another fund in the portfolio, the Vanguard Asse Allocation Investment fund, dropped nearly 32 percengt year-over-year. Only one of its major fund theDodge & Cox Incomde Fund, posted a positive return in 2008. Investmenta in fixed income and insurance assets generated $5.3 million in income. Dividend income of $11.65 million also helped offset losses.
Interest incomer from the company’s borrowing from its retirement fundtotaler $594,000. The Times has traditionally matched a fractiob ofGlobe employees’ contributions to theifr 401(k) accounts, however a proposal in front of leadershipl would eliminate the program.
Wednesday, September 5, 2012
Fed's Beige Book: Midwest contraction
ogarawo.wordpress.com
Whereas some industries experienced substantial drops in activity duringg the pastsix weeks, modest increasez in other sectors led the Fed to characterizee the Ninth District’s contraction as The Ninth Federal Districty includes Minnesota, Montana, Nortyh Dakota, South Dakota, the Upper Peninsula of Michigan and northwestern Wisconsin. Consumer spending and tourism werestill weak, but had “improvecd somewhat from the previous few months,” according to the Fed. The servic sector continued to experience decreased employment and profits compared to ayear ago, and furthetr profit contraction is likely.
The Fed characterized the commercia l real estate sector as adding that residential construction continuedd at steadilylow levels. The residential real estated market did see more activithy than in the previousreporting period. Manufacturiny continued its slide, as did energy and However, some wind energy projects continue to move and gold mines areat “neae capacity production.” Labor markets continued to Job cuts in Minnesota, many of them in the health care and medical-devicd fields, were cited by the Fed in its assessmenf of labor conditions. Wage increases were modest, and firms surveyedd by the Fed expect toincreasr employees’ wages by 1.
8 percen t over the next Price increases, however, were “subdued,” with the rising cost of gas a notabls exception, the Fed reported. The Fed’s next Beige Book reportr is dueJuly 29.
Whereas some industries experienced substantial drops in activity duringg the pastsix weeks, modest increasez in other sectors led the Fed to characterizee the Ninth District’s contraction as The Ninth Federal Districty includes Minnesota, Montana, Nortyh Dakota, South Dakota, the Upper Peninsula of Michigan and northwestern Wisconsin. Consumer spending and tourism werestill weak, but had “improvecd somewhat from the previous few months,” according to the Fed. The servic sector continued to experience decreased employment and profits compared to ayear ago, and furthetr profit contraction is likely.
The Fed characterized the commercia l real estate sector as adding that residential construction continuedd at steadilylow levels. The residential real estated market did see more activithy than in the previousreporting period. Manufacturiny continued its slide, as did energy and However, some wind energy projects continue to move and gold mines areat “neae capacity production.” Labor markets continued to Job cuts in Minnesota, many of them in the health care and medical-devicd fields, were cited by the Fed in its assessmenf of labor conditions. Wage increases were modest, and firms surveyedd by the Fed expect toincreasr employees’ wages by 1.
8 percen t over the next Price increases, however, were “subdued,” with the rising cost of gas a notabls exception, the Fed reported. The Fed’s next Beige Book reportr is dueJuly 29.
Monday, September 3, 2012
Costco Wholesale Corp. comes to Clearwater - Tampa Bay Business Journal:
sunrise-invoices.blogspot.com
Costco has operated a store in Brandon for about two yeara and recently announced plans for a seconxd Bay area store in the newClearwater Mall. the company that returns to the Bay area differs from the one that departee in 1990 and left many vacant buildings as a Back then, Costco operated smallee stores, mostly located in warehouse and industrial Now, larger stores stock more high-enr merchandise and are carefully located in retail New Costco stores range in size from 138,00o0 square feet to 188,000 square feet, said Jim Kovacs, a retaill specialist with Colliers Arnold Commercial Real Estate Serviced Inc. in Tampa. Kovacs has worked with Costco suggesting sitesfor stores.
That comparesa with 110,000 square feet for a typical storwe owned by The Homedepot Inc., he And some Costco offerings now carry largetr price tags. "Back then, it was a differen kind of store," said Craig chief executive officer ofThe Co. of St. which is redeveloping Clearwater Mall. Now, shopper s at Costco "can buy Rolex watches, Dom Perignon champagnee and plasma TVs," he said. In the membership warehousew retail world, Costco is leading the way. A Costco store averages annual salesof $100 million, while a Sam's Club store sells $60 millioh and a B.J.'s Wholesalwe Club Inc.
store sells aboug $45 million, a review of companh financials from their Websites Sam's Club stores are owned by Wal-Martg Stores Inc. BJ's Wholesalse Club of Natick, Mass., with a stord in Sarasota, is a third membership wholesale retailer entering the fray in the Bay Sher said Costco studied demographics closelyh before deciding to be part of the newClearwaterr Mall, which will be an open-aifr power center. The old Clearwater Mall, whicbh was enclosed, is being "They are very careful about the Sher said. "They found that the Clearwater Mall site will brinvg a lot of people and will bring the righrt kind of peopleas well.
" Clearwater Mall is in the center of Pinellasw County, at the southeast corner of State Road 60 and U.S. 19. Thougb Costco stores draw customers from alargde area, Kovacs thinks Costco may build one more store in Hillsborough Countyt and one more in Pinellas County. While the chain used to locate inwarehouse areas, it now picks prime retai l locations, Kovacs said. "They look for access, convenienc e and visibility," he said. Costco caters to larges families, especially families who "rollup in a big SUV and load up for the Kovacs said. Kovacs, who lives in South Tampa, said his familyh makes the 20-minute drive to the Brandon Costco and sees his neighborsxshopping there.
Costco has operated a store in Brandon for about two yeara and recently announced plans for a seconxd Bay area store in the newClearwater Mall. the company that returns to the Bay area differs from the one that departee in 1990 and left many vacant buildings as a Back then, Costco operated smallee stores, mostly located in warehouse and industrial Now, larger stores stock more high-enr merchandise and are carefully located in retail New Costco stores range in size from 138,00o0 square feet to 188,000 square feet, said Jim Kovacs, a retaill specialist with Colliers Arnold Commercial Real Estate Serviced Inc. in Tampa. Kovacs has worked with Costco suggesting sitesfor stores.
That comparesa with 110,000 square feet for a typical storwe owned by The Homedepot Inc., he And some Costco offerings now carry largetr price tags. "Back then, it was a differen kind of store," said Craig chief executive officer ofThe Co. of St. which is redeveloping Clearwater Mall. Now, shopper s at Costco "can buy Rolex watches, Dom Perignon champagnee and plasma TVs," he said. In the membership warehousew retail world, Costco is leading the way. A Costco store averages annual salesof $100 million, while a Sam's Club store sells $60 millioh and a B.J.'s Wholesalwe Club Inc.
store sells aboug $45 million, a review of companh financials from their Websites Sam's Club stores are owned by Wal-Martg Stores Inc. BJ's Wholesalse Club of Natick, Mass., with a stord in Sarasota, is a third membership wholesale retailer entering the fray in the Bay Sher said Costco studied demographics closelyh before deciding to be part of the newClearwaterr Mall, which will be an open-aifr power center. The old Clearwater Mall, whicbh was enclosed, is being "They are very careful about the Sher said. "They found that the Clearwater Mall site will brinvg a lot of people and will bring the righrt kind of peopleas well.
" Clearwater Mall is in the center of Pinellasw County, at the southeast corner of State Road 60 and U.S. 19. Thougb Costco stores draw customers from alargde area, Kovacs thinks Costco may build one more store in Hillsborough Countyt and one more in Pinellas County. While the chain used to locate inwarehouse areas, it now picks prime retai l locations, Kovacs said. "They look for access, convenienc e and visibility," he said. Costco caters to larges families, especially families who "rollup in a big SUV and load up for the Kovacs said. Kovacs, who lives in South Tampa, said his familyh makes the 20-minute drive to the Brandon Costco and sees his neighborsxshopping there.
Sunday, September 2, 2012
Cooper Industries Ltd. Company Profile | CBE Company Information
fixyruw.wordpress.com
The term Cooper refers to the registrant, Cooper Industries, which was incorporated under the laws of Bermud a onMay 22, 2001, and became the successor-registrant to Cooper Industries, Inc. on May 22, 2002. Cooperd operates in two business segments: Electricao Products and Tools. Cooper manufactures, markets and sells its products and provides services throughout the Cooper has manufacturing facilities in 23 countrieds and currently employsapproximatelyu 31,200 people. Operations in the United States are conductedby wholly-owned subsidiaries of organized by the two business segments.
Activitie s outside the United States contribute significantly to the revenueas and operating earnings of both segmentxof Cooper. These activities are conducted in major commercialk countriesby wholly-owned subsidiaries and jointly-ownedx companies, the management of which is structuree through Coopers two business segments. As a resulty of operations outside the United sales and distribution networks are maintaineed throughout most of theindustrialized world.
Cooper generally believesz that there are no substantial differences in the business risks associated with operations outside the Unitef States compared with UnitedState activities, although Cooper is subject to certain political and economic uncertaintiesz encountered in activities outside the United States, includintg trade barriers and restrictions on the exchange and fluctuations of ...
The term Cooper refers to the registrant, Cooper Industries, which was incorporated under the laws of Bermud a onMay 22, 2001, and became the successor-registrant to Cooper Industries, Inc. on May 22, 2002. Cooperd operates in two business segments: Electricao Products and Tools. Cooper manufactures, markets and sells its products and provides services throughout the Cooper has manufacturing facilities in 23 countrieds and currently employsapproximatelyu 31,200 people. Operations in the United States are conductedby wholly-owned subsidiaries of organized by the two business segments.
Activitie s outside the United States contribute significantly to the revenueas and operating earnings of both segmentxof Cooper. These activities are conducted in major commercialk countriesby wholly-owned subsidiaries and jointly-ownedx companies, the management of which is structuree through Coopers two business segments. As a resulty of operations outside the United sales and distribution networks are maintaineed throughout most of theindustrialized world.
Cooper generally believesz that there are no substantial differences in the business risks associated with operations outside the Unitef States compared with UnitedState activities, although Cooper is subject to certain political and economic uncertaintiesz encountered in activities outside the United States, includintg trade barriers and restrictions on the exchange and fluctuations of ...
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