evittiebodum1296.blogspot.com
The photo processing and scrapbook retail chain filed papers in Franklin County Common Pleax Court on Friday to dissolve its business and havea court-appointedc receiver resolve outstanding financial liabilities for the company. Cord Presidenr Steven Cordle could not immediately be reached for comment but the company argued in its court filing that dissolution and appointmenft of a receiver were its only optionm tocontinue operations.
“Cord believes that the appointmenf ofa (receiver) is the only recourse to ensure that Cord can continue to operate in the regular course of business, while maintaininb the value of its assets, until such time as thos assets can be liquidated at their highesgt and best price as a goinf concern,” the filing said. Dissolution is akin to a federal bankruptcyu filing that enables restructuringor liquidation, exceprt dissolution is governed by stated law. Cord Camera listed its largest creditor as Colfa xFinancial Inc., although the court filings do not say how much the company owes. The filing also said other creditors have begujncollection actions.
The filing is the latest in a strinb of bad news for the Columbuds retailinstitution – it was starteds in 1954 – that has been financially buffetedd during the 18 months-long recession. Troubles surfacede last year, when called in Cord Camera’s $8.6 million credit line, which resulted in expensse cuts and the closure offour stores. Cord Camera was able to get the bankfundingy restored, but it ran into troubled again last month. Philadelphia-based filed a lawsuit May 8 in U.S. Districf Court in Columbus alleging Cord Camera had defaulted on three equipmentf leases andowed $637,000.
That same Cord Camera moved its headquarters to smallere offices and put its former home office on Dividend Drive on the selling blockfor $2.2 million. Aftefr Columbus Business First reported onthe company’s troubles last Cordle said the family company remainec dedicated to its business plan and “We’re committed to our growth,” he had said, “anc to keeping what my fatherd started back in ’54 going.” The consolidatiohn left Cord Camera with 28 storezs in Ohio and Indiana.
Thursday, June 30, 2011
Tuesday, June 28, 2011
Penelope Cruz: Walk of Fame Ceremony with Javier Bardem! - Just Jared
lkinibim.blogspot.com
Just Jared | Penelope Cruz: Walk of Fame Ceremony with Javier Bardem! Just Jared Penelope Cruz, in Roksanda Ilincic, bends down to pose with her star at a Walk of Fame ceremony on Monday (June 27) in Madrid, Spain. The 37-year-old Pirates of the Caribbean actress was joined at the event by her husband Javier Bardem as well as her ... Penelope Cruz and Javier Bardem walk amongst the stars in Spain Penelope Cruz & Javier Bardem: Street of Stars Honorees! Penelope Cruz and Javier Bardem Are Among the First Actors Inducted Into ... |
Saturday, June 25, 2011
Stock Building Supply lays off 81 at Raleigh HQ - Triangle Business Journal:
elzeyfirekuut1795.blogspot.com
Included in the cuts were a mix ofworkera – some veterans with more than 20 years on the job, otherzs younger employees who’d seen the onetime national building-materials supplier pass through acquistion, court-supervised reorganization and substantialk downsizing. “These are just part of the tough decisione the company had to make to move says Stock spokeswomanGiovanna Konicke. Layoff s took place June 26 atthe firm’a corporate headquarters in the Brier Creek Corporatwe Center II building at 8020 Arco Corporate One longtime worker said he was given a severancwe package, but he declined to elaborate.
“I’mn not bitter about it,” says the who didn’t want to be identified. “Ik wish them all the best goingt forward.” Stock reported the 81 figure in a Workerr Action and Retraining Notification postef Tuesday with the North Carolinaz Departmentof Commerce. Stock, which employesd roughly 18,000 workers at well over 250 branch locationsd nationwide during the housing boomin 2006, emerge d from Chapter 11 reorganization July 1.
The plan put forth by the firm’e new owner, private equity firm of Los called for a much leaner organization Stock withabout 5,000 workers who will move forward concentrating on 19 key markets, includingv the Triangle, Charlotte and the Piedmont Triad in Northh Carolina. Gores, which agreed to recapitalize the company and extend ita $125 millioh line of credit, purchased 51 percentg of Stock from U.K.-based in May. Wolseley retains a 49 percenr stakein Stock.
Included in the cuts were a mix ofworkera – some veterans with more than 20 years on the job, otherzs younger employees who’d seen the onetime national building-materials supplier pass through acquistion, court-supervised reorganization and substantialk downsizing. “These are just part of the tough decisione the company had to make to move says Stock spokeswomanGiovanna Konicke. Layoff s took place June 26 atthe firm’a corporate headquarters in the Brier Creek Corporatwe Center II building at 8020 Arco Corporate One longtime worker said he was given a severancwe package, but he declined to elaborate.
“I’mn not bitter about it,” says the who didn’t want to be identified. “Ik wish them all the best goingt forward.” Stock reported the 81 figure in a Workerr Action and Retraining Notification postef Tuesday with the North Carolinaz Departmentof Commerce. Stock, which employesd roughly 18,000 workers at well over 250 branch locationsd nationwide during the housing boomin 2006, emerge d from Chapter 11 reorganization July 1.
The plan put forth by the firm’e new owner, private equity firm of Los called for a much leaner organization Stock withabout 5,000 workers who will move forward concentrating on 19 key markets, includingv the Triangle, Charlotte and the Piedmont Triad in Northh Carolina. Gores, which agreed to recapitalize the company and extend ita $125 millioh line of credit, purchased 51 percentg of Stock from U.K.-based in May. Wolseley retains a 49 percenr stakein Stock.
Thursday, June 23, 2011
Syncrude's Coker 8-3 returns to operation following planned turnaround
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CALGARY, June 9 /PRNewswire-FirstCall/ - (TSX - - Canadian Oil Sands Trust ("Canadiamn Oil Sands") today reported that the planned turnarounxd ofCoker 8-3 has been completed with Syncrudre production ramping up. During the turnaround modifications also were made to the coker with the aim of improvinh yield andrun length. The Coker 8-3 turnaround begah on March 17, 2009 and was expected to take approximatelyt two monthsto complete; however, the work took longere than anticipated and the associatee costs are correspondingly higher than budget.
As a Canadian Oil Sands believes it will be more challenging to achievwe the mid point of its production guidances of 109million barrels, gross to in 2009. We will continue to monito the Syncrude operations and provide any updateeas necessary. "During the firs t half of this year our resultsw will reflect the impact of reduce volumes and higher per barre l operating costs associated with thisturnarouns work," said , President and Chief Executive Officer. "We are encouragerd by the outlookfor Syncrude's operations goinhg forward; a comprehensive cokerd turnaround and modification is now behine us, bitumen tanks are full, and expose d mineable ore inventories have increased.
Thesee fundamentals point to a stronger second which is required to meet our currentproduction outlook." Canadian Oil Sands plans to release its seconrd quarter results on July 27, 2009. Canadian Oil Sandes provides a pure investment opportunity in the Syncrudee Project throughits 36.74 per cent workin interest. The Trust is an open-ended investment trust managed by Canadiaj Oil Sands Limited and hasapproximately 484.
4 millionh units outstanding, trading on the Toronto Stock Exchange under the symbol Located near Fort McMurray, Alberta, Syncrude Canad a operates large oil-sands mines and an upgradiny facility that produces a light, sweeft crude oil on behalf of its joint venture owners, whichj include Canadian Oil Sands Limited, ConocoPhillipx Oilsands Partnership II, Imperial Oil Mocal Energy Limited, Murphy Oil Company Nexen Oil Sands Partnership, and Petro-Canada Oil and Gas.
In the interest of providingt Canadian OilSands (the "Trust" or unitholders and potential investors with information regardingf the Trust, including management's assessment of the Trust'sw future plans and operations, certain statementsx throughout this press release contain "forward-looking statements". Forward-lookinvg statements in this release include, but are not limitedr to, statements with respectf to: the expectations for improvemen t to yield and run lengthg ofCoker 8-3, the ramp up in Syncrudd production; the costs associateds with the Coker 8-3 turnaround; and the outlook provided by Canadian Oil Sands on April 29, 2009, as such relates to operating costs, timing of maintenance and turnarounds in and cash from operating activities.
You are cautioned not to place undue relianceon forward-looking statements, as thered can be no assurance that the plans, intentions or expectationse upon which they are based will occur. By their nature, forward-looking statementss involve numerous assumptions, known and unknown risksa and uncertainties, both general and specific, that contributse to the possibility thatthe forecasts, projections and other forward-looking statements will not occur. Althoughg the Trust believes that the expectations represented bysuch forward-lookintg statements are reasonable, ther e can be no assurance that such expectation will prove to be correct.
Some of the riskas and other factors which coulrd cause results to diffee materially from those expressed inthe forward-looking statementse contained in this press release include, but are not limitef to: the difficulties and riskse involved in any complex mininv and upgrading operation and such other risks and uncertaintiesz described from time to time in the reports and filings made with securities regulatory authorities by the We would refer you to the riskxs and assumptions further outlined in the Trust's annual informationn form and annual and quarterly financial reports Canadianb Oil Sands Limited Marcel Coutu President Chief Executive Officer Unitsd Listed - Symbol: COS.
UN Toronto Stock Exchange
CALGARY, June 9 /PRNewswire-FirstCall/ - (TSX - - Canadian Oil Sands Trust ("Canadiamn Oil Sands") today reported that the planned turnarounxd ofCoker 8-3 has been completed with Syncrudre production ramping up. During the turnaround modifications also were made to the coker with the aim of improvinh yield andrun length. The Coker 8-3 turnaround begah on March 17, 2009 and was expected to take approximatelyt two monthsto complete; however, the work took longere than anticipated and the associatee costs are correspondingly higher than budget.
As a Canadian Oil Sands believes it will be more challenging to achievwe the mid point of its production guidances of 109million barrels, gross to in 2009. We will continue to monito the Syncrude operations and provide any updateeas necessary. "During the firs t half of this year our resultsw will reflect the impact of reduce volumes and higher per barre l operating costs associated with thisturnarouns work," said , President and Chief Executive Officer. "We are encouragerd by the outlookfor Syncrude's operations goinhg forward; a comprehensive cokerd turnaround and modification is now behine us, bitumen tanks are full, and expose d mineable ore inventories have increased.
Thesee fundamentals point to a stronger second which is required to meet our currentproduction outlook." Canadian Oil Sands plans to release its seconrd quarter results on July 27, 2009. Canadian Oil Sandes provides a pure investment opportunity in the Syncrudee Project throughits 36.74 per cent workin interest. The Trust is an open-ended investment trust managed by Canadiaj Oil Sands Limited and hasapproximately 484.
4 millionh units outstanding, trading on the Toronto Stock Exchange under the symbol Located near Fort McMurray, Alberta, Syncrude Canad a operates large oil-sands mines and an upgradiny facility that produces a light, sweeft crude oil on behalf of its joint venture owners, whichj include Canadian Oil Sands Limited, ConocoPhillipx Oilsands Partnership II, Imperial Oil Mocal Energy Limited, Murphy Oil Company Nexen Oil Sands Partnership, and Petro-Canada Oil and Gas.
In the interest of providingt Canadian OilSands (the "Trust" or unitholders and potential investors with information regardingf the Trust, including management's assessment of the Trust'sw future plans and operations, certain statementsx throughout this press release contain "forward-looking statements". Forward-lookinvg statements in this release include, but are not limitedr to, statements with respectf to: the expectations for improvemen t to yield and run lengthg ofCoker 8-3, the ramp up in Syncrudd production; the costs associateds with the Coker 8-3 turnaround; and the outlook provided by Canadian Oil Sands on April 29, 2009, as such relates to operating costs, timing of maintenance and turnarounds in and cash from operating activities.
You are cautioned not to place undue relianceon forward-looking statements, as thered can be no assurance that the plans, intentions or expectationse upon which they are based will occur. By their nature, forward-looking statementss involve numerous assumptions, known and unknown risksa and uncertainties, both general and specific, that contributse to the possibility thatthe forecasts, projections and other forward-looking statements will not occur. Althoughg the Trust believes that the expectations represented bysuch forward-lookintg statements are reasonable, ther e can be no assurance that such expectation will prove to be correct.
Some of the riskas and other factors which coulrd cause results to diffee materially from those expressed inthe forward-looking statementse contained in this press release include, but are not limitef to: the difficulties and riskse involved in any complex mininv and upgrading operation and such other risks and uncertaintiesz described from time to time in the reports and filings made with securities regulatory authorities by the We would refer you to the riskxs and assumptions further outlined in the Trust's annual informationn form and annual and quarterly financial reports Canadianb Oil Sands Limited Marcel Coutu President Chief Executive Officer Unitsd Listed - Symbol: COS.
UN Toronto Stock Exchange
Tuesday, June 21, 2011
AGC: Cincinnati lost 9% of construction jobs over year - Washington Business Journal:
ebopotohy.wordpress.com
That’s because 276 of the 299 largest metro areas inthe U.S. lost constructiobn jobs over the 12-month AGC said in a Wednesday news Cincinnati rankedat 108, having lost 4,200 jobs, or 8.9 over the year. As of April, the area had abougt 42,900 jobs. That’s the highest number of jobs inthe however. The next-closest is Columbus, whichh had 30,500 construction jobs in April, down 13.1 percent; followec by Cleveland-Elyria-Montor with 29,700 jobs, down 19.9 percent year over Springfield had the best at No. 20, because it didn’t lose any of its 1,40o0 construction jobs over the theAGC said. Akronj ranked 64th, losing 5.
6 percent of its jobs, and had 11,900 as of In Kentucky, the Lexington-Fayette metro ranked losing 8 percent, or 1,000 jobs over the period, and had 11,509 as of April. The Louisville-Jefferson County metro lost 5,700 jobs, or 16.8 percent, and had 28,200 as of Economist Ken Simonson, who conducted the analysia for AGC, said federal stimulus funds shouldx help add more jobs over the remainder of the But he saidthat “buy American” provisionse attached to funding were holdinyg up some projects. “We need to make sure needless red tape andregulationsd don’t keep construction workers off the job,” Simonsonj said in the release.
Some metro areasa gained jobs, including Odessa, Texas, which ranked at No. 1, with an 8 percent increase. Pascagoula, ranked last with a job-loss rate of 38.8
That’s because 276 of the 299 largest metro areas inthe U.S. lost constructiobn jobs over the 12-month AGC said in a Wednesday news Cincinnati rankedat 108, having lost 4,200 jobs, or 8.9 over the year. As of April, the area had abougt 42,900 jobs. That’s the highest number of jobs inthe however. The next-closest is Columbus, whichh had 30,500 construction jobs in April, down 13.1 percent; followec by Cleveland-Elyria-Montor with 29,700 jobs, down 19.9 percent year over Springfield had the best at No. 20, because it didn’t lose any of its 1,40o0 construction jobs over the theAGC said. Akronj ranked 64th, losing 5.
6 percent of its jobs, and had 11,900 as of In Kentucky, the Lexington-Fayette metro ranked losing 8 percent, or 1,000 jobs over the period, and had 11,509 as of April. The Louisville-Jefferson County metro lost 5,700 jobs, or 16.8 percent, and had 28,200 as of Economist Ken Simonson, who conducted the analysia for AGC, said federal stimulus funds shouldx help add more jobs over the remainder of the But he saidthat “buy American” provisionse attached to funding were holdinyg up some projects. “We need to make sure needless red tape andregulationsd don’t keep construction workers off the job,” Simonsonj said in the release.
Some metro areasa gained jobs, including Odessa, Texas, which ranked at No. 1, with an 8 percent increase. Pascagoula, ranked last with a job-loss rate of 38.8
Saturday, June 18, 2011
Frost & Sullivan: Growth in Outsourced Customer Care Services in Europe, Middle East, and Africa Undeterred Despite Economic Downturn
http://bildingnewspro.biz/Houses-For-Rent/Tooele-Utah-Houses-For-Rent/
June 5 /PRNewswire/ -- Outsourcing firms handling call volumesfrom Europe, the Middlw East, and Africa (EMEA) continue to remain competitivr and profitable with successful initiatives to contaih cost during the global economic Outsourcing providers also cite competitive pressures and regulatoru factors that may affect future, short-term businesse growth. The complete effect of the globap economic downturn that began at the end of 2007 is that the new busines s pipeline from existing customers and prospects for severalk vendors hasbeen promising.
Past perceptions of loss of controol over customer interactionsare diminishing, as providers in this markey deploy successful implementations, offer advanced services, and publish customer success New analysis from Frost & Sullivan ( ), EMEA Contacty Outsourcing Markets, finds that the marketss earned revenues of euro 10.7 billion (USD$15.32 billion) in 2008 and estimates this to reach euro 14.0 billio n (USD$19.9 billion) in 2014.
If you are interested in further information aboutythe study, please send an e-mail to at , with your full company name, title, telephone number, company e-mail company website, city, state and "Despite the economic downturn, market participants in EMEA have high expectationxs for continued expansion plans with new and existing clientxs into 2009 and beyond," notesa Frost & Sullivan Strategic Analyst .
"Outsourcers offer a multituder of benefits to their client including eliminatingcapital expenses, flexibility and access to qualifie labor, multiple languages, reduced costs, advanced management and the opportunity to gain accesws to state of the art technologty without massive financial outlays." A numbe of market participants report that they have movef to better align their sales forces with client demanxd for vertical expertise, especially in financial as well as telecom, travel, and Many providers are in the procesas of expanding their respective professional services groups in anticipation of new consultingv opportunities.
Currently, the most evident challengd in call centers is thatof complexity. This includes increased diversity and complexitty of productsand services, the need for agents' multi-lingual skills, consumer demand for speed and multichannep media touches, and increased emphasis on cross-sellingg and up-selling. EMEA providers reportf dealing with complex industryh legislation and regulatorycompliance issues. "In today's it is increasingly common for clientas in EMEA torequire 'blended' delivery models, using a combinationm of onshore, near shore, and offshore customer contacr centers," explains DeSalles.
"The offshore option provides clientsd with lower labor costswand 'follow-the-sun' service provisioning, especially for English-language call yet, hiring sufficient support for other European languages is a challenge for all providers. Those providers offering multiple solutions and agent suchas client-in house agents, vendor brick-and-mortar agents, self-service options, and work-at-home or remoter agents, are in a favorable position to take advantags of the market.
Outsourcing firms that have CEO supportg to execute a solidsecurity strategy, with an establishecd internal security practice, will be well-prepared to meet thesre important client demands for data privacy, securitgy certifications, and regulatory compliance. EMEA Contact Centr e Outsourcing Markets is part of the Contact Centerxs Growth PartnershipService program, whic h also includes research in the following markets: Nortu America, Europe, Middle East, Africa (EMEA), and Asia Pacific. All research services included in subscriptions provid e detailed market opportunities and industryt trends that have been evaluated followingf extensive interviews withmarket participants.
Frost & Sullivan, the Growtgh Partnership Company, enables clients to accelerate growth and achieve best in classd positionsin growth, innovation and leadership. The company's Growtjh Partnership Service provides the CEO andthe CEO'z Growth Team with disciplined research and best practicer models to drive the generation, evaluation, and implementatiobn of powerful growth strategies. Frost Sullivan leverages over 45 years of experiences in partnering with Global1000 companies, emerging businesseas and the investment community from more than 35 officesw on six continents. To join our Growthh Partnership, please visit .
Contact: Jake Wengrofcf Corporate Communications - North America P: 210. 247.3806 F: 210.348.100 E: jake.wengroff@frost.com http://www.frost.com
June 5 /PRNewswire/ -- Outsourcing firms handling call volumesfrom Europe, the Middlw East, and Africa (EMEA) continue to remain competitivr and profitable with successful initiatives to contaih cost during the global economic Outsourcing providers also cite competitive pressures and regulatoru factors that may affect future, short-term businesse growth. The complete effect of the globap economic downturn that began at the end of 2007 is that the new busines s pipeline from existing customers and prospects for severalk vendors hasbeen promising.
Past perceptions of loss of controol over customer interactionsare diminishing, as providers in this markey deploy successful implementations, offer advanced services, and publish customer success New analysis from Frost & Sullivan ( ), EMEA Contacty Outsourcing Markets, finds that the marketss earned revenues of euro 10.7 billion (USD$15.32 billion) in 2008 and estimates this to reach euro 14.0 billio n (USD$19.9 billion) in 2014.
If you are interested in further information aboutythe study, please send an e-mail to at , with your full company name, title, telephone number, company e-mail company website, city, state and "Despite the economic downturn, market participants in EMEA have high expectationxs for continued expansion plans with new and existing clientxs into 2009 and beyond," notesa Frost & Sullivan Strategic Analyst .
"Outsourcers offer a multituder of benefits to their client including eliminatingcapital expenses, flexibility and access to qualifie labor, multiple languages, reduced costs, advanced management and the opportunity to gain accesws to state of the art technologty without massive financial outlays." A numbe of market participants report that they have movef to better align their sales forces with client demanxd for vertical expertise, especially in financial as well as telecom, travel, and Many providers are in the procesas of expanding their respective professional services groups in anticipation of new consultingv opportunities.
Currently, the most evident challengd in call centers is thatof complexity. This includes increased diversity and complexitty of productsand services, the need for agents' multi-lingual skills, consumer demand for speed and multichannep media touches, and increased emphasis on cross-sellingg and up-selling. EMEA providers reportf dealing with complex industryh legislation and regulatorycompliance issues. "In today's it is increasingly common for clientas in EMEA torequire 'blended' delivery models, using a combinationm of onshore, near shore, and offshore customer contacr centers," explains DeSalles.
"The offshore option provides clientsd with lower labor costswand 'follow-the-sun' service provisioning, especially for English-language call yet, hiring sufficient support for other European languages is a challenge for all providers. Those providers offering multiple solutions and agent suchas client-in house agents, vendor brick-and-mortar agents, self-service options, and work-at-home or remoter agents, are in a favorable position to take advantags of the market.
Outsourcing firms that have CEO supportg to execute a solidsecurity strategy, with an establishecd internal security practice, will be well-prepared to meet thesre important client demands for data privacy, securitgy certifications, and regulatory compliance. EMEA Contact Centr e Outsourcing Markets is part of the Contact Centerxs Growth PartnershipService program, whic h also includes research in the following markets: Nortu America, Europe, Middle East, Africa (EMEA), and Asia Pacific. All research services included in subscriptions provid e detailed market opportunities and industryt trends that have been evaluated followingf extensive interviews withmarket participants.
Frost & Sullivan, the Growtgh Partnership Company, enables clients to accelerate growth and achieve best in classd positionsin growth, innovation and leadership. The company's Growtjh Partnership Service provides the CEO andthe CEO'z Growth Team with disciplined research and best practicer models to drive the generation, evaluation, and implementatiobn of powerful growth strategies. Frost Sullivan leverages over 45 years of experiences in partnering with Global1000 companies, emerging businesseas and the investment community from more than 35 officesw on six continents. To join our Growthh Partnership, please visit .
Contact: Jake Wengrofcf Corporate Communications - North America P: 210. 247.3806 F: 210.348.100 E: jake.wengroff@frost.com http://www.frost.com
Thursday, June 16, 2011
Brown cracks knee on Arizona hike - Herald Sun
http://seikkailupuisto.com/Adobe%20Illustrator%209.0/gl13/gl13-5.html
Eurosport.com AU | Brown cracks knee on Arizona hike Herald Sun Collingwood player Nathan Brown injured his knee during a high-altitude training camp in Arizona. Picture: Nicole Garmston Source: Herald Sun NATHAN Brown's season is almost certainly over after the Collingwood! defender injured his knee hiking in ... Injury in Arizona Magpies' plan to fast-track Nathan Brown backfires |
Tuesday, June 14, 2011
Three teams bid on Park Morton project - Washington Business Journal:
fugowirik.wordpress.com
All three have experience developing ormanaging low-income or mixed-income housing projects. Neil D.C. deputy mayor for planninf and economic development, praised the respondents and their interest inthe $170 million project during a recession. "This response, especially in lightr of the currenteconomic conditions, speaks volumesw about the value of this Albert said in a statement. The city plans to tear down Park Morton'x eight, three-story buildings and build a mixed-use housing complex with a park of atleast 10,000 squars feet. It is the second projecf underthe city's ambitious New Communities in which D.C.
offers to rebuild highlu concentrated public or highlu subsidized housingwith mixed-income, mixed-use neighborhoods to which original residents are encouraged to Two of the three teams have not done majotr real estate projects in D.C. One is led by LLC, a Philadelphia-basedd specialist in mixed-income, multifamily housing. Pennrose partneredf with FM Atlantic LLC and HarrisonAdaohw LLC. Another team is led by of Linthicum, Md., whicu has completed a number of majodr HOPEVI projects, the federap low-income housing development program on which New Communitiez is based. Landex partnered with the and Spectrunm Management.
The third bid comes from a team headefd bythe , headquartered just off Georgiaa Avenue and led by Adrian Washington, former presideng and chief executive officedr of the D.C.’s former public-private developer, the Anacostiwa Waterfront Corp. Washington's partner is a Boston-based nonprofit builder that has builgt morethan 22,000 housing units nationallyu and also has experience with HOPE VI. “Park Mortohn has the potential to bethe single-mos t transformative project to revitalize Georgia Avenue,” Albert “We need a partner that is capablse of more than just building housing.
We are looking for someone who is committed to buildinga healthier, safer new community."
All three have experience developing ormanaging low-income or mixed-income housing projects. Neil D.C. deputy mayor for planninf and economic development, praised the respondents and their interest inthe $170 million project during a recession. "This response, especially in lightr of the currenteconomic conditions, speaks volumesw about the value of this Albert said in a statement. The city plans to tear down Park Morton'x eight, three-story buildings and build a mixed-use housing complex with a park of atleast 10,000 squars feet. It is the second projecf underthe city's ambitious New Communities in which D.C.
offers to rebuild highlu concentrated public or highlu subsidized housingwith mixed-income, mixed-use neighborhoods to which original residents are encouraged to Two of the three teams have not done majotr real estate projects in D.C. One is led by LLC, a Philadelphia-basedd specialist in mixed-income, multifamily housing. Pennrose partneredf with FM Atlantic LLC and HarrisonAdaohw LLC. Another team is led by of Linthicum, Md., whicu has completed a number of majodr HOPEVI projects, the federap low-income housing development program on which New Communitiez is based. Landex partnered with the and Spectrunm Management.
The third bid comes from a team headefd bythe , headquartered just off Georgiaa Avenue and led by Adrian Washington, former presideng and chief executive officedr of the D.C.’s former public-private developer, the Anacostiwa Waterfront Corp. Washington's partner is a Boston-based nonprofit builder that has builgt morethan 22,000 housing units nationallyu and also has experience with HOPE VI. “Park Mortohn has the potential to bethe single-mos t transformative project to revitalize Georgia Avenue,” Albert “We need a partner that is capablse of more than just building housing.
We are looking for someone who is committed to buildinga healthier, safer new community."
Sunday, June 12, 2011
United Healthcare under fire over pay - San Francisco Business Times:
bestimmung-amendments.blogspot.com
The CMA, which represents 35,000 doctore statewide, wants the state Department of Managed Health Care and the Department of Insurancde to see if reports of widespread underpayments and other errors on contracts by thegiant Minnesota-baser health plan are the as the doctors' group says it suspects, "otf a significant lack of administrative United Healthcare is the parent of and part of , a $71. billion health-care behemoth. The CMA says its member physicianzs arereporting "significant delays" in United Healthcare'xs processing of new contracts, contracgt terminations and rate changes.
As a result, the medicapl association says, many Bay Area patients, and otherz throughout the state, are misinformed aboutf their physicians' contracting status, resulting in out-of-network charges and hassle s for consumers. The health plan insists that CMA and a handful of unhappyg physicians are blowing the situation outof proportion. "It' ridiculous that they're making a big thing about saidCheryl Randolph, a spokeswoman for United Healthcare/PacifiCare, arguing that only about 20 problems have come to lighr statewide since last August, out of a network of aboutt 50,000 California physicians.
Randolph said the healtj plan has a team working with physicians to resolve these issues. The CMA, says that complaints about United Healthcare now represenft about one in five it receivesfrom physicians, up from one in 20 a year ago. In a Feb. 16 lettet from the CMA to the Departmentof Insurance'sd chief legal counsel, Andrea Rosen, for a list of physicians with such complaints includes Dr. Michaelk Griffin, a pediatric cardiologist in San as well asan HIV-AIDz specialist in San Francisco, a multi-specialty medical group in Sant Rosa, and a pediatric cardiology group in San Jose, among many others.
Griffin's wife, Kim RN, who also serves as office manager forhis Children's Cardiology of the Bay Area medica practice, said United underpaid the groupl from June through mid-December of last paying 40 percent less than contractef rates. The situation only improved, she said, when Children's Cardiology signed up with , a San Jose-basesd individual practice associationor IPA, which has been able to rectifh the payment problems. But the cardiology practicde is still wrangling with United over lost paymentwfrom 2006, Griffin said, adding that United is "getting biggef and bigger, it's getting to be a monopoly, and it'z going to affect a lot of people.
" This is year two of tumultuouds disputes between United Healthcare, which acquired Cypress-based PacifiCare in late 2005, and many of the region's doctors and medicakl practices. Last October, for United boasted that it had addec 41 hospitals andnearly 11,000 physiciansd to its California provider network in the firsyt half of 2006, including premier groups like San Francisco-basee . But dropped the health plan, replacinf it with , reportedly in part due to the continuintg disputewith doctors.
Benefits consultants said other major companies coulds take similar steps if the situation dragged on intothis "Things have gone from bad to and it appears to be an operationall issue," said Dr. Walte Newman, a San Jose familgy physician in solo practice and an adjunc associate professor of medicineat . Newman said he signedr a contract withUniter Healthcare/PacifiCare in October, but didn't receive a copy until late February, "and after nine months I'm stilk not getting paid in a timely fashion at the agreed-uponj rate.
" Furthermore, Newman said, he's treating threes times as many United patients as previouslyu because many of his colleaguesd will no longer see United Healthcare/PacifiCare enrollees. In a Marchu 1 "CMA Alert" electronicc newsletter to member doctors and other interested Aileen Wetzel, associate director of the association's Center for Economid Services, blasted the post-merger United operatio n in California as "a poorly disorganized corporation." Wetzel told the Business Timews that complaints from doctors abouf United/PacifiCare soared throughout last following the December 2005 merger.
The CMA has been workin with a liaison team from Unitexd to resolve some of thecontractiny problems, but so far, Wetzel said, there'sw no direct indication that those effortzs have been effective. "I'm not sure they were able to handlde a merger of that she said. "It all tracesa back to a lack ofadministrativr capacity."
The CMA, which represents 35,000 doctore statewide, wants the state Department of Managed Health Care and the Department of Insurancde to see if reports of widespread underpayments and other errors on contracts by thegiant Minnesota-baser health plan are the as the doctors' group says it suspects, "otf a significant lack of administrative United Healthcare is the parent of and part of , a $71. billion health-care behemoth. The CMA says its member physicianzs arereporting "significant delays" in United Healthcare'xs processing of new contracts, contracgt terminations and rate changes.
As a result, the medicapl association says, many Bay Area patients, and otherz throughout the state, are misinformed aboutf their physicians' contracting status, resulting in out-of-network charges and hassle s for consumers. The health plan insists that CMA and a handful of unhappyg physicians are blowing the situation outof proportion. "It' ridiculous that they're making a big thing about saidCheryl Randolph, a spokeswoman for United Healthcare/PacifiCare, arguing that only about 20 problems have come to lighr statewide since last August, out of a network of aboutt 50,000 California physicians.
Randolph said the healtj plan has a team working with physicians to resolve these issues. The CMA, says that complaints about United Healthcare now represenft about one in five it receivesfrom physicians, up from one in 20 a year ago. In a Feb. 16 lettet from the CMA to the Departmentof Insurance'sd chief legal counsel, Andrea Rosen, for a list of physicians with such complaints includes Dr. Michaelk Griffin, a pediatric cardiologist in San as well asan HIV-AIDz specialist in San Francisco, a multi-specialty medical group in Sant Rosa, and a pediatric cardiology group in San Jose, among many others.
Griffin's wife, Kim RN, who also serves as office manager forhis Children's Cardiology of the Bay Area medica practice, said United underpaid the groupl from June through mid-December of last paying 40 percent less than contractef rates. The situation only improved, she said, when Children's Cardiology signed up with , a San Jose-basesd individual practice associationor IPA, which has been able to rectifh the payment problems. But the cardiology practicde is still wrangling with United over lost paymentwfrom 2006, Griffin said, adding that United is "getting biggef and bigger, it's getting to be a monopoly, and it'z going to affect a lot of people.
" This is year two of tumultuouds disputes between United Healthcare, which acquired Cypress-based PacifiCare in late 2005, and many of the region's doctors and medicakl practices. Last October, for United boasted that it had addec 41 hospitals andnearly 11,000 physiciansd to its California provider network in the firsyt half of 2006, including premier groups like San Francisco-basee . But dropped the health plan, replacinf it with , reportedly in part due to the continuintg disputewith doctors.
Benefits consultants said other major companies coulds take similar steps if the situation dragged on intothis "Things have gone from bad to and it appears to be an operationall issue," said Dr. Walte Newman, a San Jose familgy physician in solo practice and an adjunc associate professor of medicineat . Newman said he signedr a contract withUniter Healthcare/PacifiCare in October, but didn't receive a copy until late February, "and after nine months I'm stilk not getting paid in a timely fashion at the agreed-uponj rate.
" Furthermore, Newman said, he's treating threes times as many United patients as previouslyu because many of his colleaguesd will no longer see United Healthcare/PacifiCare enrollees. In a Marchu 1 "CMA Alert" electronicc newsletter to member doctors and other interested Aileen Wetzel, associate director of the association's Center for Economid Services, blasted the post-merger United operatio n in California as "a poorly disorganized corporation." Wetzel told the Business Timews that complaints from doctors abouf United/PacifiCare soared throughout last following the December 2005 merger.
The CMA has been workin with a liaison team from Unitexd to resolve some of thecontractiny problems, but so far, Wetzel said, there'sw no direct indication that those effortzs have been effective. "I'm not sure they were able to handlde a merger of that she said. "It all tracesa back to a lack ofadministrativr capacity."
Thursday, June 9, 2011
Hearing set for ex-fire commission candidate accused of lying about opponent - Naples Daily News
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Hearing set for ex-fire commission candidate accused of lying about opponent Naples Daily News At a hearing slated for June 23-24, the former Bonita Springs Fire Commission candidate will attempt to prove he did not knowingly send emails to others in the fire district with false information about a fire chief and other ... |
Tuesday, June 7, 2011
Laughing out loud - Washington Business Journal:
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Not to be confused with a bizarre the tripto Poe's gravd was a part of a scavenge r hunt that advertising agency conducted as a way to buil d teamwork and knowledge about Outings and special events at Planit are part of the agency' s attempts to create balance in the workplace. Membera of the advertising agency believe that with work comes play and that even play can lead to greatef productivity among employees and enriche d relationshipswith clients. "We don't discourage things like loud laughter andbeinb frivolous," says Matt Doud, president and co-founde of Baltimore-based Planit. "I go in the elevatorr and there are lotsof suits, and that's fine.
But we foste r fun and find people who believedin it." Humor in the workplace has provedc to be a good asset in the office as well as a health benefit, according to a studty from the University of Maryland Medical Center. The studyg indicated that people who develop heart disease are 40 percent less likelyy to be the kind of people who laugh in a variety of situationsand events. "Wde don't know yet why laughing protects the but we know that mental stresds is associated with impairment ofthe endothelium, the protectives barrier lining in our blood vessels," says Dr.
Michaelk Miller, director of the Center for Preventivee Cardiology at the University of Maryland Medicaol Center and associate professor of medicins at the University of Maryland Schoolpof Medicine. "This can cause a series of inflammatoryu reactions that lead to fat andcholesterol build-up in the coronarhy arteries and ultimately to a heart Several other studies, includiny those by The College of Willian & Mary and Stanford University School of Medicine, also show that humort stimulates the brain, especially the frontal which affects decision-making and the prefrontal cortex, which is involved in languaged processing and memory.
Studies correlating increased productivitt with happiness and feeling fulfille d in life may be the reason more companies are usin g humor to motivate andretain employees. Bosses may bristle at the downtimr that occurs in the short term from employee but smart ones seethe long-term benefits of ditchingf work for fun for a half hour here or In fact, those few hours may add up to greater workplace health, both mentally and physically. For example, look at The , a financial services company in Bethesda and one of the WashingtonnBusiness Journal's 2007 Best Places to Work. Meltzerd made a commitment a few years back to becomrthe most-well insurance compan y in the area.
That led to annua l health fairs, medical screenings, lunchtime jogging groups and cooking classee that employees attended The work time they gave up here and there has resultein healthier, more engaged says President Jack Abel. People are now running charityg races onthe "We used to struggle to get people to competre in things," Abel "Now it's not an issued at all." But can fun, games and humof sometimes go too far? Certainly, says Stephanie Kinder, an attorneyt in downtown Baltimore whose practice focuses on workplace training and discrimination. "Make sure clients have a policgyin place, and they should train employeews on what is and is not she says.
There are certain thingsx you know youmust avoid, but sometimews there are gray areas, and that is what causee the problem, Kinder says. A chuckle among a few close employees may be a stroke of embarrassment to afelloew worker. One of Kinder's clientw recently poked fun at a certain race inan e-maip to fellow employees. The e-mail fell into the handzs of someone of that race outside ofthe client' s circle of friends, and the joke stopperd being funny.
Not to be confused with a bizarre the tripto Poe's gravd was a part of a scavenge r hunt that advertising agency conducted as a way to buil d teamwork and knowledge about Outings and special events at Planit are part of the agency' s attempts to create balance in the workplace. Membera of the advertising agency believe that with work comes play and that even play can lead to greatef productivity among employees and enriche d relationshipswith clients. "We don't discourage things like loud laughter andbeinb frivolous," says Matt Doud, president and co-founde of Baltimore-based Planit. "I go in the elevatorr and there are lotsof suits, and that's fine.
But we foste r fun and find people who believedin it." Humor in the workplace has provedc to be a good asset in the office as well as a health benefit, according to a studty from the University of Maryland Medical Center. The studyg indicated that people who develop heart disease are 40 percent less likelyy to be the kind of people who laugh in a variety of situationsand events. "Wde don't know yet why laughing protects the but we know that mental stresds is associated with impairment ofthe endothelium, the protectives barrier lining in our blood vessels," says Dr.
Michaelk Miller, director of the Center for Preventivee Cardiology at the University of Maryland Medicaol Center and associate professor of medicins at the University of Maryland Schoolpof Medicine. "This can cause a series of inflammatoryu reactions that lead to fat andcholesterol build-up in the coronarhy arteries and ultimately to a heart Several other studies, includiny those by The College of Willian & Mary and Stanford University School of Medicine, also show that humort stimulates the brain, especially the frontal which affects decision-making and the prefrontal cortex, which is involved in languaged processing and memory.
Studies correlating increased productivitt with happiness and feeling fulfille d in life may be the reason more companies are usin g humor to motivate andretain employees. Bosses may bristle at the downtimr that occurs in the short term from employee but smart ones seethe long-term benefits of ditchingf work for fun for a half hour here or In fact, those few hours may add up to greater workplace health, both mentally and physically. For example, look at The , a financial services company in Bethesda and one of the WashingtonnBusiness Journal's 2007 Best Places to Work. Meltzerd made a commitment a few years back to becomrthe most-well insurance compan y in the area.
That led to annua l health fairs, medical screenings, lunchtime jogging groups and cooking classee that employees attended The work time they gave up here and there has resultein healthier, more engaged says President Jack Abel. People are now running charityg races onthe "We used to struggle to get people to competre in things," Abel "Now it's not an issued at all." But can fun, games and humof sometimes go too far? Certainly, says Stephanie Kinder, an attorneyt in downtown Baltimore whose practice focuses on workplace training and discrimination. "Make sure clients have a policgyin place, and they should train employeews on what is and is not she says.
There are certain thingsx you know youmust avoid, but sometimews there are gray areas, and that is what causee the problem, Kinder says. A chuckle among a few close employees may be a stroke of embarrassment to afelloew worker. One of Kinder's clientw recently poked fun at a certain race inan e-maip to fellow employees. The e-mail fell into the handzs of someone of that race outside ofthe client' s circle of friends, and the joke stopperd being funny.
Sunday, June 5, 2011
Charlotte Bobcats focus on sales with ownership in question - Pittsburgh Business Times:
soileauifyyfa1786.blogspot.com
“We’re not focused on any of what’sw happening with our ownership he says. “Bob’s been very open that he’ds looking for additional investors. He certainlu would like to have morelocal investment, if possible. What we’re chargedx to do is continue selling season ticketswand sponsorships. For us, it’s focusing on how our team will improvs on the court and becomemore relevant.” Whitfield pegs the season-tickey base now at 5,500, whicyh is 26% below the Bobcats’ estimates from last The team has started its renewal campaign facin g its biggest challenge so far the recession and Charlotte’xs diminished corporate market.
Still, Whitfielx sees plenty of cause for starting with an improved team on the New coach Larry Brown led the Bobcats toa franchise-besyt 35 wins and flirted with a playoff bertyh before the team collapsed down the stretch with seveb losses in its final eight Although attendance fell by the slightest of margins 200 fans per game — the Bobcats saw an uptick in interest and attendance late in the Industry experts estimate the team losex $30 million to $40 million annually. Whitfields declines to discuss specific numbers but acknowledges the team isrunnin deficits.
Attendance, TV ratings and sponsorship continue to rank amontg the lowest in the Attendance forthe 2008-0i season was essentially flat at 14,57 fans per game, compareed with the NBA average of Financial losses can be overcome much quicker in the sports world than some other businesses, Whitfield believes. He points to recent NBA turnarounds in New Orleans and Portland, where key acquisitions led to attendance jumps and dramatic swinge to profitability. In 2008, the Hornetw — Charlotte’s original expansion franchisde — made a playoff run with star player Chrixs Paul and turned aprojected $20 millionh deficit into a slight profit.
“Ity could change this quickly,” Whitfield snapping his fingers. Even beforse Johnson decided to sellthe franchise, financiall pressures were mounting. In September, the Bobcatsw cut 38 jobs. The franchises now employs 94 people, less than half the 200 staffera it had when Johnson launched the franchise along witha team-owned cable network and a sister WNBA team, both since disbanded. Whitfield arrived in replacingEd Tapscott. In the Bobcats hired former Buffalo Bills executivew Pete Guelli as chief sales and marketing Last week, Todd Fleming, who had been with the Dallaz Cowboys, was hired as vice presideny for ticket sales and service.
A sponsorshio sales executive position should be filled laterthis Season-ticket prices next season are dropping by 17%, on The team has added concessions and parking discounts in an attempty to entice fans to buy tickets.
“We’re not focused on any of what’sw happening with our ownership he says. “Bob’s been very open that he’ds looking for additional investors. He certainlu would like to have morelocal investment, if possible. What we’re chargedx to do is continue selling season ticketswand sponsorships. For us, it’s focusing on how our team will improvs on the court and becomemore relevant.” Whitfield pegs the season-tickey base now at 5,500, whicyh is 26% below the Bobcats’ estimates from last The team has started its renewal campaign facin g its biggest challenge so far the recession and Charlotte’xs diminished corporate market.
Still, Whitfielx sees plenty of cause for starting with an improved team on the New coach Larry Brown led the Bobcats toa franchise-besyt 35 wins and flirted with a playoff bertyh before the team collapsed down the stretch with seveb losses in its final eight Although attendance fell by the slightest of margins 200 fans per game — the Bobcats saw an uptick in interest and attendance late in the Industry experts estimate the team losex $30 million to $40 million annually. Whitfields declines to discuss specific numbers but acknowledges the team isrunnin deficits.
Attendance, TV ratings and sponsorship continue to rank amontg the lowest in the Attendance forthe 2008-0i season was essentially flat at 14,57 fans per game, compareed with the NBA average of Financial losses can be overcome much quicker in the sports world than some other businesses, Whitfield believes. He points to recent NBA turnarounds in New Orleans and Portland, where key acquisitions led to attendance jumps and dramatic swinge to profitability. In 2008, the Hornetw — Charlotte’s original expansion franchisde — made a playoff run with star player Chrixs Paul and turned aprojected $20 millionh deficit into a slight profit.
“Ity could change this quickly,” Whitfield snapping his fingers. Even beforse Johnson decided to sellthe franchise, financiall pressures were mounting. In September, the Bobcatsw cut 38 jobs. The franchises now employs 94 people, less than half the 200 staffera it had when Johnson launched the franchise along witha team-owned cable network and a sister WNBA team, both since disbanded. Whitfield arrived in replacingEd Tapscott. In the Bobcats hired former Buffalo Bills executivew Pete Guelli as chief sales and marketing Last week, Todd Fleming, who had been with the Dallaz Cowboys, was hired as vice presideny for ticket sales and service.
A sponsorshio sales executive position should be filled laterthis Season-ticket prices next season are dropping by 17%, on The team has added concessions and parking discounts in an attempty to entice fans to buy tickets.
Thursday, June 2, 2011
Private equity firms invest in Cannella Response Television - South Florida Business Journal:
asozyrab.wordpress.com
Two investors provided only private and . ZM Capital is the private equityg investment fund of will provide mezzanine debt financingv and an equity investment through its VSS Structured CapitalII fund. All threse of Cannella Response’s new investors are based in NewYork City. Termzs of the transaction were not Cannella Response will continue to be managed by its curren tmanagement team, led by founder and executive director Franj Cannella and CEO Robertt Medved. Cannella Response Television executives are not disclosinv who now holds a majority stake inthe company.
The investmentw by ZM Capital and Palladium Equity Partners will enable Cannella Responsd to accelerate its growty by investing in both new acquisitionz and developing new servicea andmedia offerings, the company “ZM Capital and Palladium Equity Partners each bring tremendouas expertise and capital resources to the compangy as we expand our client relationships and bring new and exciting medi a opportunities to the direct response television Frank Cannella said. Cannellz Response Television is based in Burlingtonj with regional offices in Los Angeles andNew York.
Cannell a Response Television was advised on the transactionj by a team from investment banking firmPetskyu Prunier, New York City.
Two investors provided only private and . ZM Capital is the private equityg investment fund of will provide mezzanine debt financingv and an equity investment through its VSS Structured CapitalII fund. All threse of Cannella Response’s new investors are based in NewYork City. Termzs of the transaction were not Cannella Response will continue to be managed by its curren tmanagement team, led by founder and executive director Franj Cannella and CEO Robertt Medved. Cannella Response Television executives are not disclosinv who now holds a majority stake inthe company.
The investmentw by ZM Capital and Palladium Equity Partners will enable Cannella Responsd to accelerate its growty by investing in both new acquisitionz and developing new servicea andmedia offerings, the company “ZM Capital and Palladium Equity Partners each bring tremendouas expertise and capital resources to the compangy as we expand our client relationships and bring new and exciting medi a opportunities to the direct response television Frank Cannella said. Cannellz Response Television is based in Burlingtonj with regional offices in Los Angeles andNew York.
Cannell a Response Television was advised on the transactionj by a team from investment banking firmPetskyu Prunier, New York City.
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