milicinodijoo1981.blogspot.com
The Miami-Dade County propertyu appraiser released its preliminary tax roll information with all four taxingjurisdictions – fire library, the unincorporated area and Miami-Dade overalp – seeing a decline. The countywide decrease comparing preliminary tax numberx from year to year showds a 9percent decrease, or a totalo of $22.55 billion.” “Thesew losses would have been worse if not for new constructiomn that was added to the propertyg tax roll as of Jan. County Manager George Burgess said in a memo sent tocountu commissioners. North Bay Village took the biggesr hit, down 20.2 percent from 2008 levels. Homestead saw an 18.
2 percentr decline, followed by Normandgy Shores, down 17.5 percent, and Aventursa which was down 17.3 Golden Beach and the tiny city of Islandi a sawno change. Medley saw a 1.5 percent drop while Biscaynre Park saw a 4percent decline. Click for the full list. Stafferes reviewed property tax rolls going back to 1985 and founsd that 1993 saw taxable value shrinkby 2.9 percent, or $1.9 “Even in 2008, when we absorbed the impacg of doubling the homestead exemption from $25,000o to $50,000, the property tax roll was relativelyg flat,” Burgess explained in the memo. “These lossesd in property tax roll valuedsare unprecedented.
” Burgess warned of a lot more pain on the using the last two years as a barometeer of what is coming. For the second consecutiv e year, Miami-Dade faced a $200 milliomn budget gap in the lastfiscapl year. Core services were kept intact by tightening but assuming the same tax rate adopted for the estimated ad valorem revenues for fiscalyear 2009-19 would shrink by $174.1 million, according to the Taking into account the impact of normal inflationary growth and the economic slowdown, combinexd with the non ad valorem revenue results in property tax subsidized operations facing a budgety gap of $350 millionh to $400 million, Burgess said.
“Ww are working diligently to prepare a proposed budget forFY [fiscalp year] 2009-10 that to the extent preserves essential services and minimizes servicwe impacts to our residents,” he wrotse in the memo. “However, closinfg a budgetary gap of this size will require some verydifficulty decisions.”
Monday, May 30, 2011
Saturday, May 28, 2011
Online privacy bill fails to pass California Senate - Los Angeles Times
opexibu.wordpress.com
Los Angeles Times | Online privacy bill fails to pass California Senate Los Angeles Times "Let's tell the people of California that we can do something meaningful about protecting people's individual privacy, protect Californians from identity theft and protect our children from predators," Corbett said on the Senate floor. ... State Senate reject's Corbett's online privacy bill Facebook, Google help take down privacy bill in Calif. Senate Online Privacy Bill St » |
Wednesday, May 25, 2011
PokerTek, Inc. Company Profile | PTEK Company Information
http://sollyonline.com/content.cfm?copy=article&header=work&SID=137
We are engaged in the manufacture and marketing of electronic productz for use in the gaming andamusement markets. The Company was foundesd on August 22, 2003 and we completedd our initial public offering on October 13, 2005. Our common stocjk began trading onOctober 14, 2005 and is currently listed on the NASDAQ Capita l Markets under the ticker symbol Our corporate office is locatedr in Matthews, North Carolina. We also operatee a Canadian subsidiary, PokerTek Inc.
and derive a substantial portionsz of our revenuesfrom Canada, Australia, and For the year ended Decembedr 31, 2008, revenues from customers outsidwe the United States accounted for 63% of consolidated See Note 15, "Segment Information " in Item 8, "Financial Statements and Supplementary Data. " We currently have two producft linesPokerPro
We are engaged in the manufacture and marketing of electronic productz for use in the gaming andamusement markets. The Company was foundesd on August 22, 2003 and we completedd our initial public offering on October 13, 2005. Our common stocjk began trading onOctober 14, 2005 and is currently listed on the NASDAQ Capita l Markets under the ticker symbol Our corporate office is locatedr in Matthews, North Carolina. We also operatee a Canadian subsidiary, PokerTek Inc.
and derive a substantial portionsz of our revenuesfrom Canada, Australia, and For the year ended Decembedr 31, 2008, revenues from customers outsidwe the United States accounted for 63% of consolidated See Note 15, "Segment Information " in Item 8, "Financial Statements and Supplementary Data. " We currently have two producft linesPokerPro
Monday, May 23, 2011
State of Independence - Mpls./St. Paul Business Travel Guide
steel siding
Well, the 230-year-old lodging icon has succumbed. The owner, railroad compant CSX Corp., put the Greenbriere into Chapter XI bankruptcy in late claiming $90 million in lossee during the last six And CSX promptly called in—you guessed CSX is so desperate to unload the hotel that it will provide Marriotr with as much as $50 million to operatew the Greenbrier during the first two years. Marriott will then buy the resortr within seven years forbetween $60 milliob and $110 million. Pending bankruptcy court approval, the deal couls close by summer. Now, no one is aghast at the prospecty of a chain runningthe Greenbrier. The unionz seem amenable to Marriott's arrival.
West Virginiaw governor Joe Manchin publicly applaudecthe deal. Newspapers statewide have cast Marriott'ds arrival as a "rescue." And locals in hardscrabble Greenbrier County support anything that will savethe resort's approximatelyh 1,300 jobs. Like all luxury hotels that have hit the economicf andemotional skids, the Greenbrier's tale is CSX has been a distracted and ham-fistec owner, battling both the hotel's unions and the resort's formedr president, who sued for $50 million. The sprawling resort is physically isolates and expensiveto operate. (CSX recently spent $50 million on improvements in a misguidede attempt to regain the fiftbh Mobil Guide star it lostin 2000.
) And despite the loyaltyt of generations of repeat visitors and fanatic the Greenbrier was disproportionately dependeny on corporate meetings, a travel category that has been devastatefd by the weak economy and the "AIG But the Greenbrier's sale to Marrioty also raises a more universal question: Can any luxurgy hotel or resort thrive—or even survive—as an independent property? In a world where a handfulk of global hotel chains—Hilton, Marriott, Starwood, Accor of France, and InterContinental of Britain—dominate the lodging can a single property, no matter how stand alone? At leasf on the surface, the answer is no.
Abourt half of the properties onthe Condé Nast Traveled Gold List and half of those that earn the prestigiousz five-star rating from the Mobil Guide are part of chain s now, albeit luxury and ultra-deluxe operators such as Four Seasonss or Fairmont of Canada; Mandarinb Oriental and Peninsula of Hong Aman Resorts of Singapore; and Taj of India. The Blackstone Group, which owns many of the world'x best-known luxury independents as well asHilton Hotels, is building a deluxe brand too. It is aligning its independents like the Boca Ratob Resort in Florida and the Boulders in Arizons with the Waldorf Astoria which was created by Hilton using the cachet of its eponymous NewYork hotel.
Othet luxury brands have huge corporateparentx too. St. Regis is owned by Starwood, best know for its W and Sheraton hotels. Ritz-Carlton is owned by Marriott. And some luxury hotels you may think of as independen t are actually part ofa chain. The Plazza in New York, which reopened last is managedby Fairmont. The Pierre, which reopens in New York this is operatedby Taj. The newlg renovated Mauna Kea Beach Hotel on the Big Island of Hawaij is run by Prince Hotels of The Dorchesterin London?
It's part of the Dorchester which is aligned with the Beverly Hills hotel, the Plaza Athenee in and the Principe di Savoia in "Chains always outperform" independeny hotels, says LodgeWorks' Tony Isaac, a man who knowx the industry from both sides of the LodgeWorks manages hotels in the Hyatt and Hiltonb chains, helped create the Residence Inn brand (now owned by Marriott), and is buildinhg its own Hotel Sierra chain. But Isaax has just built an upscale independenfhotel too. The Avia opened in Januar y in Savannah and was promptly namedr a great romantic getawag byTravel & Leisurer magazine.
Why does a guy who admita chains outperform independents go ahead and open an independentanyway ? "Chains add about 10 points to your occupancy But if you're part of a you pay 12 to 14 percen t for the frequent guest plan, the reservation and other brand programs," he "If you're in the right market, it's not too much of an economicv disadvantage to be an independent—and then you have the flexibilitgy to do what you wish and manage as you That's the argument made by Sean managing director of Trinity Investments, a real estatew firm that purchased Honolulu' s iconic Kahala Resort in 2006.
The beachfronyt property opened as a Hilton hotel in 1964 and spent most of its recen history as aMandarin Oriental. But Hehier believes the Kahala has unique advantage s that appeal to the luxury travelerwho isn't interestexd in brands. "We're not subjecg to a brand policy that may not have any relevancd to aparticular property," he "We manage for the long-term best interestg of us as owners and the luxury travelers as But even Hehir admits you need the righrt combination of factors to survivw as an independent in today's chain-dominaterd world.
In the Kahala's case, it's the unbeatable location on a sandy beacyin Honolulu's choicest neighborhood and the fact that anothef Trinity principal, Chuck Sweeney, has a long history as a hotelp manager. (Sweeney founded the company that became Embassy now aHilton brand.) For James Bermingham, managingh director of the spectacular Montage Resort in Laguna the advantage is a laser-like concentration on guest services and proximityh to wealthy, sophisticated travelers in Southern Both the five-year-old Laguna Beacb property and the new Montagre in Beverly Hills (it opened last fall) can tap into millionws of upmarket buyers within 60 milee of the resorts.
"The 'staycation' trend helpd Montage," he says. "Guests who want an extraordinary luxury experiencw very close to home see the Montage properties and they knowthey won'tg be getting a chain The Fine Print… Most observers think fewer luxuryt hotels will still be independent after the current recession, but thers is a notable dissenter. Michaelp Matthews, who has been the general managerrof top-notch chain hotels (the Ritz-Carlton in Hong and independent deluxe resort (the Ventana Inn in Big Sur) thinks high costs will drive some luxury properties out of the majot chains. "If you're 'flagged' as a you have no independenceat all," he says.
"A lot of hotelse will drop the flag and take the 14 percenf fees they pay and use that money to do what they thinkk makes most sense for theirown hotel." Portfolio.coj © 2009 Cond Nast Inc. All rightsreserved.
Well, the 230-year-old lodging icon has succumbed. The owner, railroad compant CSX Corp., put the Greenbriere into Chapter XI bankruptcy in late claiming $90 million in lossee during the last six And CSX promptly called in—you guessed CSX is so desperate to unload the hotel that it will provide Marriotr with as much as $50 million to operatew the Greenbrier during the first two years. Marriott will then buy the resortr within seven years forbetween $60 milliob and $110 million. Pending bankruptcy court approval, the deal couls close by summer. Now, no one is aghast at the prospecty of a chain runningthe Greenbrier. The unionz seem amenable to Marriott's arrival.
West Virginiaw governor Joe Manchin publicly applaudecthe deal. Newspapers statewide have cast Marriott'ds arrival as a "rescue." And locals in hardscrabble Greenbrier County support anything that will savethe resort's approximatelyh 1,300 jobs. Like all luxury hotels that have hit the economicf andemotional skids, the Greenbrier's tale is CSX has been a distracted and ham-fistec owner, battling both the hotel's unions and the resort's formedr president, who sued for $50 million. The sprawling resort is physically isolates and expensiveto operate. (CSX recently spent $50 million on improvements in a misguidede attempt to regain the fiftbh Mobil Guide star it lostin 2000.
) And despite the loyaltyt of generations of repeat visitors and fanatic the Greenbrier was disproportionately dependeny on corporate meetings, a travel category that has been devastatefd by the weak economy and the "AIG But the Greenbrier's sale to Marrioty also raises a more universal question: Can any luxurgy hotel or resort thrive—or even survive—as an independent property? In a world where a handfulk of global hotel chains—Hilton, Marriott, Starwood, Accor of France, and InterContinental of Britain—dominate the lodging can a single property, no matter how stand alone? At leasf on the surface, the answer is no.
Abourt half of the properties onthe Condé Nast Traveled Gold List and half of those that earn the prestigiousz five-star rating from the Mobil Guide are part of chain s now, albeit luxury and ultra-deluxe operators such as Four Seasonss or Fairmont of Canada; Mandarinb Oriental and Peninsula of Hong Aman Resorts of Singapore; and Taj of India. The Blackstone Group, which owns many of the world'x best-known luxury independents as well asHilton Hotels, is building a deluxe brand too. It is aligning its independents like the Boca Ratob Resort in Florida and the Boulders in Arizons with the Waldorf Astoria which was created by Hilton using the cachet of its eponymous NewYork hotel.
Othet luxury brands have huge corporateparentx too. St. Regis is owned by Starwood, best know for its W and Sheraton hotels. Ritz-Carlton is owned by Marriott. And some luxury hotels you may think of as independen t are actually part ofa chain. The Plazza in New York, which reopened last is managedby Fairmont. The Pierre, which reopens in New York this is operatedby Taj. The newlg renovated Mauna Kea Beach Hotel on the Big Island of Hawaij is run by Prince Hotels of The Dorchesterin London?
It's part of the Dorchester which is aligned with the Beverly Hills hotel, the Plaza Athenee in and the Principe di Savoia in "Chains always outperform" independeny hotels, says LodgeWorks' Tony Isaac, a man who knowx the industry from both sides of the LodgeWorks manages hotels in the Hyatt and Hiltonb chains, helped create the Residence Inn brand (now owned by Marriott), and is buildinhg its own Hotel Sierra chain. But Isaax has just built an upscale independenfhotel too. The Avia opened in Januar y in Savannah and was promptly namedr a great romantic getawag byTravel & Leisurer magazine.
Why does a guy who admita chains outperform independents go ahead and open an independentanyway ? "Chains add about 10 points to your occupancy But if you're part of a you pay 12 to 14 percen t for the frequent guest plan, the reservation and other brand programs," he "If you're in the right market, it's not too much of an economicv disadvantage to be an independent—and then you have the flexibilitgy to do what you wish and manage as you That's the argument made by Sean managing director of Trinity Investments, a real estatew firm that purchased Honolulu' s iconic Kahala Resort in 2006.
The beachfronyt property opened as a Hilton hotel in 1964 and spent most of its recen history as aMandarin Oriental. But Hehier believes the Kahala has unique advantage s that appeal to the luxury travelerwho isn't interestexd in brands. "We're not subjecg to a brand policy that may not have any relevancd to aparticular property," he "We manage for the long-term best interestg of us as owners and the luxury travelers as But even Hehir admits you need the righrt combination of factors to survivw as an independent in today's chain-dominaterd world.
In the Kahala's case, it's the unbeatable location on a sandy beacyin Honolulu's choicest neighborhood and the fact that anothef Trinity principal, Chuck Sweeney, has a long history as a hotelp manager. (Sweeney founded the company that became Embassy now aHilton brand.) For James Bermingham, managingh director of the spectacular Montage Resort in Laguna the advantage is a laser-like concentration on guest services and proximityh to wealthy, sophisticated travelers in Southern Both the five-year-old Laguna Beacb property and the new Montagre in Beverly Hills (it opened last fall) can tap into millionws of upmarket buyers within 60 milee of the resorts.
"The 'staycation' trend helpd Montage," he says. "Guests who want an extraordinary luxury experiencw very close to home see the Montage properties and they knowthey won'tg be getting a chain The Fine Print… Most observers think fewer luxuryt hotels will still be independent after the current recession, but thers is a notable dissenter. Michaelp Matthews, who has been the general managerrof top-notch chain hotels (the Ritz-Carlton in Hong and independent deluxe resort (the Ventana Inn in Big Sur) thinks high costs will drive some luxury properties out of the majot chains. "If you're 'flagged' as a you have no independenceat all," he says.
"A lot of hotelse will drop the flag and take the 14 percenf fees they pay and use that money to do what they thinkk makes most sense for theirown hotel." Portfolio.coj © 2009 Cond Nast Inc. All rightsreserved.
Saturday, May 21, 2011
Jafar Panahi not in Cannes for This Is Not a Film premiere - The Guardian
laxykeha.wordpress.com
CBC.ca | Jafar Panahi not in Cannes for This Is Not a Film premiere The Guardian Photograph: AP Most prints for films premiering at Cannes are delivered to the Croisette by private helicopter, or clutched in the sweaty paws of their devoted directors. Jafar Panahi's new film, This Is Not a Film, was smuggled into the country on a ... Cannes film review: "This is Not a Film" Cannes' Look Into Iran Via 2 Clandestine Films |
Wednesday, May 18, 2011
Excellence in Workplace Flexibility winners named - Charlotte Business Journal:
stockdaleiqemico1521.blogspot.com
Winners are considered leading practitioners of workplace flexibilityg in Arizona and across the chamberofficials said. The event is part of the Chandlert Chamber’s management of When Work Works, an ongoing initiativse of Families andWork Institute, the Institute for a Competitive Workforce, an affiliate of the U.S. Chambefr of Commerce and the Twigs Foundation. Applications for the Alfred P.
Sloa n Awards were open to all organizationsw in Arizona with more than 10 employees that have been in businesw for at least one Applicants were evaluated ina two-step first comparing the employer’s applicationj to nationally representative data from Familie s and Work Institute’s National Study of Employers, then corroboratingv the employer responses through a surve y of employees. The breakfast will begin at 7:30 a.m. at Crownd Plaza San Marcos, 1 San Marcos Way in downtownn Chandler. For more: 480-241-7128 or www.chandlerchamber.com. Arizona Foundationn for Legal Servicesand Education, Phoenix Arizona Weddings magazinse and Web site, Scottsdale Autohaus Arizona Inc.
, Phoeniz BDO Seidman LLP, Phoenix Chandler-Gilbert Community Chandler Clifton Gunderson LLP, Phoenix Contreras State Farm Agenc y Inc., Tempe Cosmopolitan Medical Communications, Glendalew Custom Accounting & Tax PC, Carefree Deloitte LLP, Phoenix Henrhy & Horne, LLP Johnson Bank, Phoenixs Keats, Connelly and Associates, Phoenix Intel Corp., Chandletr Metro Architecture LLC, Phoenix Morrison & Associated Ltd., Phoenix My Computer Works, Scottsdale Neonatology Associates Phoenix Omega Legal Systemas Inc., Phoenix Pima Council on Aging Inc., Tucson RSM McGladrety Inc.
, Phoenix Raytheon Missile Systems, Tucson Salt River Materials Group dba Phoenix Cement and Salt River, Scottsdaled Western International University, Scottsdale Campus Western International University, Phoenix Whitnybell Perry Inc., Phoenix WorldatWork, Scottsdale Western Internationalp University, Chandler Campus The Go Daddy Group Scottsdale
Winners are considered leading practitioners of workplace flexibilityg in Arizona and across the chamberofficials said. The event is part of the Chandlert Chamber’s management of When Work Works, an ongoing initiativse of Families andWork Institute, the Institute for a Competitive Workforce, an affiliate of the U.S. Chambefr of Commerce and the Twigs Foundation. Applications for the Alfred P.
Sloa n Awards were open to all organizationsw in Arizona with more than 10 employees that have been in businesw for at least one Applicants were evaluated ina two-step first comparing the employer’s applicationj to nationally representative data from Familie s and Work Institute’s National Study of Employers, then corroboratingv the employer responses through a surve y of employees. The breakfast will begin at 7:30 a.m. at Crownd Plaza San Marcos, 1 San Marcos Way in downtownn Chandler. For more: 480-241-7128 or www.chandlerchamber.com. Arizona Foundationn for Legal Servicesand Education, Phoenix Arizona Weddings magazinse and Web site, Scottsdale Autohaus Arizona Inc.
, Phoeniz BDO Seidman LLP, Phoenix Chandler-Gilbert Community Chandler Clifton Gunderson LLP, Phoenix Contreras State Farm Agenc y Inc., Tempe Cosmopolitan Medical Communications, Glendalew Custom Accounting & Tax PC, Carefree Deloitte LLP, Phoenix Henrhy & Horne, LLP Johnson Bank, Phoenixs Keats, Connelly and Associates, Phoenix Intel Corp., Chandletr Metro Architecture LLC, Phoenix Morrison & Associated Ltd., Phoenix My Computer Works, Scottsdale Neonatology Associates Phoenix Omega Legal Systemas Inc., Phoenix Pima Council on Aging Inc., Tucson RSM McGladrety Inc.
, Phoenix Raytheon Missile Systems, Tucson Salt River Materials Group dba Phoenix Cement and Salt River, Scottsdaled Western International University, Scottsdale Campus Western International University, Phoenix Whitnybell Perry Inc., Phoenix WorldatWork, Scottsdale Western Internationalp University, Chandler Campus The Go Daddy Group Scottsdale
Monday, May 16, 2011
Greg Onorato Executive Profile
http://heartofspirit.com/healing.html
**All Executive profile data provided byDow Jones & Co., Inc.
**All Executive profile data provided byDow Jones & Co., Inc.
Saturday, May 14, 2011
Recession stalls Montrose project in Chester County - Charlotte Business Journal:
jidyryq.wordpress.com
But developer Mel Graham hints that he may have aPlan B. A new possibilith for the 6,300-acre tract off Interstatew 77 would setaside 2,000 acrea for a Sun age-restricted community. That piece of Montrose would include a pair of golf coursesx anda town-center commercial Graham says a European company has expressedc interest in developing that section of the site, but he declines to reveapl details. He acknowledges the recession has stalled the developmenfof Montrose. Graham announced the mixed-user project in October 2006. of Port St. Lucie, confirmed its interest in the developmenty ayear ago. But that was before the recessiomn deepened.
“They got hammered hard by the Graham says ofCore Still, he expects the company to rekindle its interest in Montrose once the economicd environment improves. Meanwhile, Montrose has failed to land the relocatiomn of a major distribution centerfrom Charlotte. Graham has nevere disclosed the name of the company that was weighing a move to the The Montrose propertystraddles I-77 belo w Richburg. The site is about 40 milez southof Charlotte. Plans call for a mix of industrialk space, golfing, commercial development and as manyas 9,00o homes. Graham also has proposede a new I-77 interchange at mile marker 58.
The Charlotts developer — a nephew of evangelist BillyyGraham — says he remains optimisti c about the project, despite the He’s using the down time to line up regulatory approval for bringing utilities and a sewer plant to the “We’ve been using this time wisely for entitlements, studieas and approvals.” That will position Montrose for a fast stary once the economy improves, he adds. Graham is widely known in the Charlotte area for the Longviewq luxury community in northwesterjUnion County. It features a Jack Nicklaus-designed golf cours e on 500 acres at Tom Shory and Rea roadsin Weddington.
At Graham believes the industrial partz of the community willdevelop “Our vision and plan is it would be somethinv like the Charlotte Regional Development Center.” He has set asidr 1,800 acres on the eastern side of I-77 for that sectiobn of Montrose. of Concord has the listing to sell or leas the former Jemsek Clinicin Huntersville, a premium office facilityg that features an indoor waterfall. The 38,500-square-foo t building went on the marketafter Dr. Josepnh Jemsek moved his practice toFort Mill. The two-story building is off Interstate 77exit 23, across Gileard Road from Presbyterian Hospital Huntersville. Tax records value the buildingat $4.
5 million, but Robery Settle of Metrolina Capital believes it could sell for $8.5
But developer Mel Graham hints that he may have aPlan B. A new possibilith for the 6,300-acre tract off Interstatew 77 would setaside 2,000 acrea for a Sun age-restricted community. That piece of Montrose would include a pair of golf coursesx anda town-center commercial Graham says a European company has expressedc interest in developing that section of the site, but he declines to reveapl details. He acknowledges the recession has stalled the developmenfof Montrose. Graham announced the mixed-user project in October 2006. of Port St. Lucie, confirmed its interest in the developmenty ayear ago. But that was before the recessiomn deepened.
“They got hammered hard by the Graham says ofCore Still, he expects the company to rekindle its interest in Montrose once the economicd environment improves. Meanwhile, Montrose has failed to land the relocatiomn of a major distribution centerfrom Charlotte. Graham has nevere disclosed the name of the company that was weighing a move to the The Montrose propertystraddles I-77 belo w Richburg. The site is about 40 milez southof Charlotte. Plans call for a mix of industrialk space, golfing, commercial development and as manyas 9,00o homes. Graham also has proposede a new I-77 interchange at mile marker 58.
The Charlotts developer — a nephew of evangelist BillyyGraham — says he remains optimisti c about the project, despite the He’s using the down time to line up regulatory approval for bringing utilities and a sewer plant to the “We’ve been using this time wisely for entitlements, studieas and approvals.” That will position Montrose for a fast stary once the economy improves, he adds. Graham is widely known in the Charlotte area for the Longviewq luxury community in northwesterjUnion County. It features a Jack Nicklaus-designed golf cours e on 500 acres at Tom Shory and Rea roadsin Weddington.
At Graham believes the industrial partz of the community willdevelop “Our vision and plan is it would be somethinv like the Charlotte Regional Development Center.” He has set asidr 1,800 acres on the eastern side of I-77 for that sectiobn of Montrose. of Concord has the listing to sell or leas the former Jemsek Clinicin Huntersville, a premium office facilityg that features an indoor waterfall. The 38,500-square-foo t building went on the marketafter Dr. Josepnh Jemsek moved his practice toFort Mill. The two-story building is off Interstate 77exit 23, across Gileard Road from Presbyterian Hospital Huntersville. Tax records value the buildingat $4.
5 million, but Robery Settle of Metrolina Capital believes it could sell for $8.5
Thursday, May 12, 2011
Text: Obama's speech in Green Bay - South Florida Business Journal:
torbjorntrainer1738.blogspot.com
"Laura’s story is incredibly moving. Sadly, it is not Every day in this country, more and more Americanss are forced to worry not simply aboutgetting well, but whether they can afford to get well. Milliona more wonder if they can affordd the routine care necessary to stay Even for those who havehealth insurance, risingt premiums are straining their budgets to the breaking point premiums that have doubled over the last nine years, and have growbn at a rate three times faster than Desperately-needed procedures and treatments are put off becausre the price is too And all it takes is a single illnessd to wipe out a lifetimwe of savings.
"Employers aren’t farintg any better. The cost of health care has helped leavew big corporations like GM and Chrysler at a competitivw disadvantage with theirforeign counterparts. For small it’s even worse. One month, they’re forcedx to cut back on healthcare benefits. The next they have to drop coverage. The month after they have no choice but to startr layingoff workers. "For the government, the growing cost of Medicare and Medicaif is one of the biggest threats to our federal Bigger thanSocial Security. Bigger than all the investments we’ved made so far.
So if you’re worried about spending and you’re worried about you need to be worried about the cost ofhealthb care. "We have the most expensivwe health care system inthe world. We spend almostf 50% more per person on health care than the next mostcostlyy nation. But here’s the thing, Green Bay: we’re not any healthiert for it. We don’t necessarilyy have better outcomes. Even withijn our own country, a lot of the places where we spends less on health care actually have highert quality than places where we spend Right here inGreen Bay, you get more qualit out of fewer health care dollars than many other communitiez across the country.
And yet, acros s the country, spending on healtbh care goes up and up and up dayafter day, year after year. "I know that there are million s of Americans who are content with theif health carecoverage – they like their plan and they valuew their relationship with their And no matter how we reform health care, we will keep this If you like your doctor, you will be able to keep your If you like your health care plan, you will be able to keep your healthg care plan. "But in order to preserve what’es best about our health care system, we have to fix what doesn’gt work.
For we have reached a poiny where doing nothing about the cost of health care is no longeran option. The statue quo is unsustainable. If we do not act and act soon to bringhdown costs, it will jeopardizde everyone’s health care. If we do not act, every American will feel the consequences. In higher premiums and lowef take-home pay. In lost jobs and shutterecd businesses. In a rising number of uninsuredx and a rising debt that our childre n and their children will be paying offfor decades. If we do within a decade we will spending one out of everu five dollars we earn on health Inthirty years, it will be one out of everg three.
That is untenable, that is and I will not allow it as Presidentg of theUnited States. "Health care reform is not part of some wish list I drew up when I took It is central to our economic future – central to the long-term prosperity of this nation. In past years and there may have been some disagreemeng onthis point. But not Today, we have already built an unprecedented coalition of folks who are readt to reform our healthcare system: physicianas and health insurers; businesses and workers; Democratas and Republicans.
A few weeks ago, some of these groupss committed to doing somethingthat would’ver been unthinkable just a few yearss ago: they promised to work together to cut nationalk health care spending by two trillion dollars over the next decade. That will bring down costs, that will brinf down premiums, and that’s exactly the kind of cooperationbwe need. "The question now is, how do we finisn the job? How do we permanently brinv down costs andmake quality, affordabls health care available to every American? "Mty view is that reform should be guided by a simples principle: we fix what’s broken and builx on what works.
"In some cases, there’ss broad agreement on the stepxs weshould take. In the Recovery Act, we’ve already made investments in health IT and electronivc medical records that will reduce medical save lives, save money, and still ensure We also need to invest in preventionh and wellness programs that help Americansx live longer, healthier "But the real cost savings will come from changing the incentivesa of a system that automatically equates expensive care with bettedr care – from addressing flaws that increase profits withoutt actually increasing the quality of "We have to ask why places like the Geisinger Healtg system in rural Pennsylvania, Intermountain Health in Salt Lake City, or communitiess like Green Bay can offer high-quality care at costs well beloew average, but other places in Americqa can’t.
We need to identify the best practicesz acrossthe country, learn from the success, and replicate that success And we should change the warped incentived that reward doctors and hospitalsx based on how many teste or procedures they prescribe, even if those testes or procedures aren’t necessary or result from medical mistakes. Doctors across this country did not get into the medicall profession to be bean counters or paper to be lawyers orbusiness executives. They became doctors to heal And that’s what we must free them to do. "We must also provides Americanswho can’t afford health insurance with more affordable options.
This is both a moral imperatived and aneconomic imperative, because we know that when someonee without health insurance is forced to get treatmen t at the ER, all of us end up paying for it. "Sop what we’re working on is the creation of something called a Health InsuranceExchange – whic would allow you to one-stop shop for a healtg care plan, compare benefits and and choose the plan that’s best for you. None of thesd plans would be able to deny coverage on the basis ofa pre-existingv condition, and all should include an affordable, basix benefit package. And if you can’t affor d one of the plans, we should provide assistance to make sureyou can.
I also strongly believse that one of the options in the Exchanged should be a public insurance option – because if the privates insurance companies have to compete with a publi option, it will keep them honest and help keep prices "Now, covering more Americans will obviousl cost a good deal of money at a time wherwe we don’t have extra to spend. That’s why I have alreadyu promised that reform will not add to our deficit over the next ten To makethat happen, we have alreadu identified hundreds of billions worth of savings in our budget savings that will come from steps like reducing Medicars overpayments to insurance companies and rooting out waste, fraud and abuse in both Medicarew and Medicaid.
I will be outlining hundreds of billionsz more in savings in the days to And I’ll be honest – even with these reform will require additional sources of revenue. That’sx why I’ve proposed that we scale back how muchthe highest-incomd Americans can deduct on their taxex back to the rate from the Reagamn years – and use that moneyy to help finance health care. "In all thesse reforms, our goal is simple: the highest-qualitu health care at the lowest-possible cost. We want to fix what’s broken and build on what works.
As Congres moves forward on health care legislation in the coming I understand there will be different ideas and disagreementss on how to achievethis goal. I welcome those ideas, and I welcomew that debate. But what I will not welcomd is endless delay or a denial that reforkm needsto happen. When it comes to health this country cannot continue on its current I know there are some who believe that reform is too but I can assure you that doing nothing will cost us far more in thecomingh years. Our deficits will be higher. Our premiuma will go up. Our wages will be lower, our jobs will be and our businesseswill suffer.
"So to thosed who criticize our efforts, I ask, “What is the alternative?” What else do we say to all thosw families who now spen more on health care than housingor food? What do we tell those businesses that are choosing between closing their doors and letting their workers go? What do we say to all thosr Americans like Laura, a woman who has worked all her whose family has done everything right; a brav and proud woman whose child’w school recently took up a penny drive to help pay her medicapl bills? What do we tell them? "Io believe we tell them that afte r decades of inaction, we have finally decidedc to fix what is brokebn about health care in America.
We have decide d that it’s time to give every American quality health care at anaffordabled cost. We have decided that if we invest in reformsd that will bring downcost now, we will eventually see our deficits come down in the And we have decidedr to change the system so that our doctorws and health care providers are free to do what they trainer and studied and worked so hard to do: make peoplre well again. That’s what we can do in this that’s what we can do at this and now I’d like to hear your thoughtds and answer your questions about how we get it Thank you.
"
"Laura’s story is incredibly moving. Sadly, it is not Every day in this country, more and more Americanss are forced to worry not simply aboutgetting well, but whether they can afford to get well. Milliona more wonder if they can affordd the routine care necessary to stay Even for those who havehealth insurance, risingt premiums are straining their budgets to the breaking point premiums that have doubled over the last nine years, and have growbn at a rate three times faster than Desperately-needed procedures and treatments are put off becausre the price is too And all it takes is a single illnessd to wipe out a lifetimwe of savings.
"Employers aren’t farintg any better. The cost of health care has helped leavew big corporations like GM and Chrysler at a competitivw disadvantage with theirforeign counterparts. For small it’s even worse. One month, they’re forcedx to cut back on healthcare benefits. The next they have to drop coverage. The month after they have no choice but to startr layingoff workers. "For the government, the growing cost of Medicare and Medicaif is one of the biggest threats to our federal Bigger thanSocial Security. Bigger than all the investments we’ved made so far.
So if you’re worried about spending and you’re worried about you need to be worried about the cost ofhealthb care. "We have the most expensivwe health care system inthe world. We spend almostf 50% more per person on health care than the next mostcostlyy nation. But here’s the thing, Green Bay: we’re not any healthiert for it. We don’t necessarilyy have better outcomes. Even withijn our own country, a lot of the places where we spends less on health care actually have highert quality than places where we spend Right here inGreen Bay, you get more qualit out of fewer health care dollars than many other communitiez across the country.
And yet, acros s the country, spending on healtbh care goes up and up and up dayafter day, year after year. "I know that there are million s of Americans who are content with theif health carecoverage – they like their plan and they valuew their relationship with their And no matter how we reform health care, we will keep this If you like your doctor, you will be able to keep your If you like your health care plan, you will be able to keep your healthg care plan. "But in order to preserve what’es best about our health care system, we have to fix what doesn’gt work.
For we have reached a poiny where doing nothing about the cost of health care is no longeran option. The statue quo is unsustainable. If we do not act and act soon to bringhdown costs, it will jeopardizde everyone’s health care. If we do not act, every American will feel the consequences. In higher premiums and lowef take-home pay. In lost jobs and shutterecd businesses. In a rising number of uninsuredx and a rising debt that our childre n and their children will be paying offfor decades. If we do within a decade we will spending one out of everu five dollars we earn on health Inthirty years, it will be one out of everg three.
That is untenable, that is and I will not allow it as Presidentg of theUnited States. "Health care reform is not part of some wish list I drew up when I took It is central to our economic future – central to the long-term prosperity of this nation. In past years and there may have been some disagreemeng onthis point. But not Today, we have already built an unprecedented coalition of folks who are readt to reform our healthcare system: physicianas and health insurers; businesses and workers; Democratas and Republicans.
A few weeks ago, some of these groupss committed to doing somethingthat would’ver been unthinkable just a few yearss ago: they promised to work together to cut nationalk health care spending by two trillion dollars over the next decade. That will bring down costs, that will brinf down premiums, and that’s exactly the kind of cooperationbwe need. "The question now is, how do we finisn the job? How do we permanently brinv down costs andmake quality, affordabls health care available to every American? "Mty view is that reform should be guided by a simples principle: we fix what’s broken and builx on what works.
"In some cases, there’ss broad agreement on the stepxs weshould take. In the Recovery Act, we’ve already made investments in health IT and electronivc medical records that will reduce medical save lives, save money, and still ensure We also need to invest in preventionh and wellness programs that help Americansx live longer, healthier "But the real cost savings will come from changing the incentivesa of a system that automatically equates expensive care with bettedr care – from addressing flaws that increase profits withoutt actually increasing the quality of "We have to ask why places like the Geisinger Healtg system in rural Pennsylvania, Intermountain Health in Salt Lake City, or communitiess like Green Bay can offer high-quality care at costs well beloew average, but other places in Americqa can’t.
We need to identify the best practicesz acrossthe country, learn from the success, and replicate that success And we should change the warped incentived that reward doctors and hospitalsx based on how many teste or procedures they prescribe, even if those testes or procedures aren’t necessary or result from medical mistakes. Doctors across this country did not get into the medicall profession to be bean counters or paper to be lawyers orbusiness executives. They became doctors to heal And that’s what we must free them to do. "We must also provides Americanswho can’t afford health insurance with more affordable options.
This is both a moral imperatived and aneconomic imperative, because we know that when someonee without health insurance is forced to get treatmen t at the ER, all of us end up paying for it. "Sop what we’re working on is the creation of something called a Health InsuranceExchange – whic would allow you to one-stop shop for a healtg care plan, compare benefits and and choose the plan that’s best for you. None of thesd plans would be able to deny coverage on the basis ofa pre-existingv condition, and all should include an affordable, basix benefit package. And if you can’t affor d one of the plans, we should provide assistance to make sureyou can.
I also strongly believse that one of the options in the Exchanged should be a public insurance option – because if the privates insurance companies have to compete with a publi option, it will keep them honest and help keep prices "Now, covering more Americans will obviousl cost a good deal of money at a time wherwe we don’t have extra to spend. That’s why I have alreadyu promised that reform will not add to our deficit over the next ten To makethat happen, we have alreadu identified hundreds of billions worth of savings in our budget savings that will come from steps like reducing Medicars overpayments to insurance companies and rooting out waste, fraud and abuse in both Medicarew and Medicaid.
I will be outlining hundreds of billionsz more in savings in the days to And I’ll be honest – even with these reform will require additional sources of revenue. That’sx why I’ve proposed that we scale back how muchthe highest-incomd Americans can deduct on their taxex back to the rate from the Reagamn years – and use that moneyy to help finance health care. "In all thesse reforms, our goal is simple: the highest-qualitu health care at the lowest-possible cost. We want to fix what’s broken and build on what works.
As Congres moves forward on health care legislation in the coming I understand there will be different ideas and disagreementss on how to achievethis goal. I welcome those ideas, and I welcomew that debate. But what I will not welcomd is endless delay or a denial that reforkm needsto happen. When it comes to health this country cannot continue on its current I know there are some who believe that reform is too but I can assure you that doing nothing will cost us far more in thecomingh years. Our deficits will be higher. Our premiuma will go up. Our wages will be lower, our jobs will be and our businesseswill suffer.
"So to thosed who criticize our efforts, I ask, “What is the alternative?” What else do we say to all thosw families who now spen more on health care than housingor food? What do we tell those businesses that are choosing between closing their doors and letting their workers go? What do we say to all thosr Americans like Laura, a woman who has worked all her whose family has done everything right; a brav and proud woman whose child’w school recently took up a penny drive to help pay her medicapl bills? What do we tell them? "Io believe we tell them that afte r decades of inaction, we have finally decidedc to fix what is brokebn about health care in America.
We have decide d that it’s time to give every American quality health care at anaffordabled cost. We have decided that if we invest in reformsd that will bring downcost now, we will eventually see our deficits come down in the And we have decidedr to change the system so that our doctorws and health care providers are free to do what they trainer and studied and worked so hard to do: make peoplre well again. That’s what we can do in this that’s what we can do at this and now I’d like to hear your thoughtds and answer your questions about how we get it Thank you.
"
Monday, May 9, 2011
Bizjournals debuts online business directory - Nashville Business Journal:
http://chatboutbelize.com/slpngnt.htm
The directory is baser on proprietary researchfrom bizjournals. It can be sorted by 14 industr y categories andby location, business name or Bizjournals is the online division of , the Nashville Businesss Journal’s parent company. The directory can be accessed from all the home pageesof ACBJ’s publications, including NBJ's at . Users can rate businessezs that are included inthe directory, submit their own companiesa for inclusion or submit changes to existinhg listings. “With the new Local Business Directory, we’re givinvg businesses a new way to connecand succeed,” said Tim Bradbury, president of ACBJ New which operates bizjournals.
“It ratchets up the value of our local businessjournal sites, which millions of people alreadyy regard as critical to their competitiveness.” Bizjournal operates the Web sites for each of Americah City Business Journals’ 40 print businesse newspapers and operates a Web-onlyg site with local business news and information for Los Bizjournals’ open-access archives contain 1.25 million businesws news articles and features published since 1996. Bizjournals’ sites have more than 8 millionb uniquemonthly visitors.
The directory is baser on proprietary researchfrom bizjournals. It can be sorted by 14 industr y categories andby location, business name or Bizjournals is the online division of , the Nashville Businesss Journal’s parent company. The directory can be accessed from all the home pageesof ACBJ’s publications, including NBJ's at . Users can rate businessezs that are included inthe directory, submit their own companiesa for inclusion or submit changes to existinhg listings. “With the new Local Business Directory, we’re givinvg businesses a new way to connecand succeed,” said Tim Bradbury, president of ACBJ New which operates bizjournals.
“It ratchets up the value of our local businessjournal sites, which millions of people alreadyy regard as critical to their competitiveness.” Bizjournal operates the Web sites for each of Americah City Business Journals’ 40 print businesse newspapers and operates a Web-onlyg site with local business news and information for Los Bizjournals’ open-access archives contain 1.25 million businesws news articles and features published since 1996. Bizjournals’ sites have more than 8 millionb uniquemonthly visitors.
Saturday, May 7, 2011
5 Who Thrive: Aloha Salads grows by staying true to its mission - Puget Sound Business Journal (Seattle):
dudorovanaapyh.blogspot.com
The signature salad dressings are amontg the reasons forthe company’s success. Aloha Salads continuezs to thrive, despite the weak and is expected to gross morethan $1 million this A third location is set to open in June at , followede by another in the by October. Ther are plans to franchise AlohaSalad nationally. And a California food group has agreed to bottlw four of the six salad dressings forretail distribution. The Lufranos’ success is due to a number of They open stores onlyin high-profilew locations and form business partnershipzs with trusted people. They also stick to their core which is to serve healthy foods usinglocal ingredients.
Now their goal is to expanr strategically in anticipation ofthe economy’s reboun in 2010. “We have to continu reinventing ourselves to keep things fresh for customers and attract new as well,” Chris said. “We’re not going to rush in. We’re going to make sure we make the righrt decisionsmoving forward.” Careful growth has been the company’s philosophgy from the start. In December 2004, aftef seven years away from home, the Lufranosx returned to Hawaiifrom Chicago, where she was a patenr lawyer and he worke in finance.
For more than a they scouted potential store locationw on Oahu and experimented with recipesat Sara’z parents’ home in Kahala. The couple opened theit first Aloha Salads in May 2006 ina 440-square-foot space in the , using personal capital and a $50,000 loan guaranteesd by the U.S. Small Business Administration. The company’ws creative salads — “Aloha Mediterranean,” “Mau Mozzarella” and “The Goddess” — instantly drew loyal customers. One customer was locap contractorFreddie Franco, owner of BEK whose building credits includwe Waikiki DFS Galleria, Neiman Marcus and Tony Auto-plex.
He strucko up a friendship with the Lufranos and two yearw later helped designAloha Salads’ second location in . The mall which opened in March 2008, briefly experienceed a double-digit drop in sales after health-food chaih Whole Foods opened nearby latelast year. Salesw have climbed since then but are slightlybelow target, Chris said. Franco, now an equal partner in the provided the capital to build the Kapolei locationj set to opennext month. “Kapolei should be really good becausr there’s nothing out there,” he said. “We’ve been gettingb lots of calls askingwhen we’re going to builr in their area.
” The 1,200-square-foot storre is unique in that it will have wine pairings with saladas and a mezzanine level for dine-in customers, Franco said. As Alohq Salads continues to expand, the abilityg to quickly change menu items to fit tastes willbe important. For instance, roast beef sandwicheas that did not sell well in the Kailuz store have been replaced withpastramio sandwiches. Periodically introducing creativre menu items also is crucialto survival. This the Kahala Mall location beganservinvg “design-your-own” omelettes, organic coffees, fruit bowls and fresh-squeezef juices. The response has been and there are plans to serve breakfast inothed locations.
“We really care about the food that goes out to Sara said. “People get used to what they’re eating and don’t realize therwe could be so manygood options.”
The signature salad dressings are amontg the reasons forthe company’s success. Aloha Salads continuezs to thrive, despite the weak and is expected to gross morethan $1 million this A third location is set to open in June at , followede by another in the by October. Ther are plans to franchise AlohaSalad nationally. And a California food group has agreed to bottlw four of the six salad dressings forretail distribution. The Lufranos’ success is due to a number of They open stores onlyin high-profilew locations and form business partnershipzs with trusted people. They also stick to their core which is to serve healthy foods usinglocal ingredients.
Now their goal is to expanr strategically in anticipation ofthe economy’s reboun in 2010. “We have to continu reinventing ourselves to keep things fresh for customers and attract new as well,” Chris said. “We’re not going to rush in. We’re going to make sure we make the righrt decisionsmoving forward.” Careful growth has been the company’s philosophgy from the start. In December 2004, aftef seven years away from home, the Lufranosx returned to Hawaiifrom Chicago, where she was a patenr lawyer and he worke in finance.
For more than a they scouted potential store locationw on Oahu and experimented with recipesat Sara’z parents’ home in Kahala. The couple opened theit first Aloha Salads in May 2006 ina 440-square-foot space in the , using personal capital and a $50,000 loan guaranteesd by the U.S. Small Business Administration. The company’ws creative salads — “Aloha Mediterranean,” “Mau Mozzarella” and “The Goddess” — instantly drew loyal customers. One customer was locap contractorFreddie Franco, owner of BEK whose building credits includwe Waikiki DFS Galleria, Neiman Marcus and Tony Auto-plex.
He strucko up a friendship with the Lufranos and two yearw later helped designAloha Salads’ second location in . The mall which opened in March 2008, briefly experienceed a double-digit drop in sales after health-food chaih Whole Foods opened nearby latelast year. Salesw have climbed since then but are slightlybelow target, Chris said. Franco, now an equal partner in the provided the capital to build the Kapolei locationj set to opennext month. “Kapolei should be really good becausr there’s nothing out there,” he said. “We’ve been gettingb lots of calls askingwhen we’re going to builr in their area.
” The 1,200-square-foot storre is unique in that it will have wine pairings with saladas and a mezzanine level for dine-in customers, Franco said. As Alohq Salads continues to expand, the abilityg to quickly change menu items to fit tastes willbe important. For instance, roast beef sandwicheas that did not sell well in the Kailuz store have been replaced withpastramio sandwiches. Periodically introducing creativre menu items also is crucialto survival. This the Kahala Mall location beganservinvg “design-your-own” omelettes, organic coffees, fruit bowls and fresh-squeezef juices. The response has been and there are plans to serve breakfast inothed locations.
“We really care about the food that goes out to Sara said. “People get used to what they’re eating and don’t realize therwe could be so manygood options.”
Thursday, May 5, 2011
Dial 'M' for murder - The News International
http://egajedrez.com/eventos2006.htm
Reuters | Dial 'M' for murder The News International The US corporate media and members of US Congress and Senate have brazenly advised Obama administration to assassinate Libyan leader Muammar Qaddafi and members of his extended family. Senator Lindsey Graham, member of the Senate Armed Services ... Radio Free Libya takes the smile off Gaddafi's dial |
Monday, May 2, 2011
Charles V. Bergh Executive Profile
doqujamup.wordpress.com
1979 BUSINESS AFFILIATIONS PRIOR TO JOININGfPROCTER & GAMBLE: U.S. 1979-1983 DATE JOINED PROCTE & GAMBLE: June 30, 1983 POSITIONSa HELD AND DATES: 1983
1979 BUSINESS AFFILIATIONS PRIOR TO JOININGfPROCTER & GAMBLE: U.S. 1979-1983 DATE JOINED PROCTE & GAMBLE: June 30, 1983 POSITIONSa HELD AND DATES: 1983
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