Arlington Cemetery grave mixups spark questions, confusion Washington Post Dysfunctional management, misplaced remains and contracting problems have been found in investigations into Arlington Cemetery. Amid a freshly dug space in front of four plots, the headstone for grave site 66-1181 is missing at Arlington National ... |
Wednesday, June 29, 2011
Arlington Cemetery grave mixups spark questions, confusion - Washington Post
zycibyp.wordpress.com
Friday, June 24, 2011
Marion City Council overrides veto for new pool in Lincoln Park - Marion Star
iqukikofor.wordpress.com
Marion City Council overrides veto for new pool in Lincoln Park Marion Star MARION â€" A new aquatic center in Lincoln Park is to be built after Marion City Council on Thursday overrode a mayoral veto of an ordinance to award contracts for its construction. Council voted 7 to 2, one more than the six votes needed to approve ... Marion City Council OKs budget for coming fiscal year |
Wednesday, June 22, 2011
Piedmont launches Green Fleet program - Charlotte Business Journal:
caloloary.blogspot.com
It is part of an effort to reduce transportation-relatef emissions that contributeto ground-level ozone, increased respiratory problemsz and global climate change. Charlotte-based Piedmongt (NYSE:PNY) kicked off the program Tuesday by unveiling North Carolina’s largest natural gas powererd truck at the company’w Charlotte operations center. Locapl policymakers, fleet managers and state environmental officials Piedmont will testthe truck’as performance over the next severao months in conjunction with a prograj sponsored by the N.C. Solar Center at N.C. State University.
Piedmont purchased the in part, through a grant from the sola center under its Clean Fuel AdvanceTechnology Program, which is supported by funds from the N.C. Departmenty of Transportation, State Energh Office, and Division of Air Quality. Piedmont is primaril engaged in the distributiom of natural gas to more than 1 million commercial and industrial utility customers in the Carolinaasand Tennessee.
It is part of an effort to reduce transportation-relatef emissions that contributeto ground-level ozone, increased respiratory problemsz and global climate change. Charlotte-based Piedmongt (NYSE:PNY) kicked off the program Tuesday by unveiling North Carolina’s largest natural gas powererd truck at the company’w Charlotte operations center. Locapl policymakers, fleet managers and state environmental officials Piedmont will testthe truck’as performance over the next severao months in conjunction with a prograj sponsored by the N.C. Solar Center at N.C. State University.
Piedmont purchased the in part, through a grant from the sola center under its Clean Fuel AdvanceTechnology Program, which is supported by funds from the N.C. Departmenty of Transportation, State Energh Office, and Division of Air Quality. Piedmont is primaril engaged in the distributiom of natural gas to more than 1 million commercial and industrial utility customers in the Carolinaasand Tennessee.
Monday, June 20, 2011
OK for gay marriage is 'rite' around the corner - New York Post
laxykeha.wordpress.com
New York Post | OK for gay marriage is 'rite' around the corner New York Post ALBANY -- Gov. Cuomo and Senate Republican boss Dean Skelos could say, "I do" as soon as today on a historic gay-marriage bill that includes strengthened exemptions for religious groups. ... |
Friday, June 17, 2011
Conservation grants awarded for wetlands restoration projects that will aid ... - The Republic
http://solarplexus1.com/solarH2oPump.html
Conservation grants awarded for wetlands restoration projects that will aid ... The Republic AP CHICAGO â€" Two Illinois wetlands restoration projects have received grants to help improve habitat for migratory birds. The Migratory Bird Conservation Commission approved $152400 in federal funding for wet meadow restoration at Hennepin and Hopper ... Conservation grants awarded for wetlands restoration projects that will aid ... |
Wednesday, June 15, 2011
Business concerns surface as health care reform moves ahead - Jacksonville Business Journal:
ufysyho.wordpress.com
President Barack Obama has mobilizedthe grass-root s supporters who helped elect him to lobby for his vision of healthg care reform, which includes offering Americans a government-ruhn health plan as an alternative to private insurance. A coalition of labo r unions and progressive organizations plansx tospend $82 milliojn on organizing efforts, advertising, research and lobbyinh to support the Obama plan. Business groups, mostly are working behind the scenex to shapethe legislation. Although they have serious concernas about some of the proposals including the public plan option and a mandate for employersz to provide insurance few are trying to block healtb care reform atthis point.
The cost of healtn insurance has become so burdensome that somethinvg needs tobe done, they agree. “Nobody support the status quo,” said James Gelfand, the ’w senior manager of health policy. “We absolutely have to have
President Barack Obama has mobilizedthe grass-root s supporters who helped elect him to lobby for his vision of healthg care reform, which includes offering Americans a government-ruhn health plan as an alternative to private insurance. A coalition of labo r unions and progressive organizations plansx tospend $82 milliojn on organizing efforts, advertising, research and lobbyinh to support the Obama plan. Business groups, mostly are working behind the scenex to shapethe legislation. Although they have serious concernas about some of the proposals including the public plan option and a mandate for employersz to provide insurance few are trying to block healtb care reform atthis point.
The cost of healtn insurance has become so burdensome that somethinvg needs tobe done, they agree. “Nobody support the status quo,” said James Gelfand, the ’w senior manager of health policy. “We absolutely have to have
Monday, June 13, 2011
Made to measure: Inventure Design LLC - Houston Business Journal:
haygoodfoafyga1359.blogspot.com
So, after working for large architectural in 1997 he decided to ventur out on his own and started what was then calledr and is now InventureDesign LLC, specializinf in corporate and health care interior architectural design. Althougb the company worked onhealth care-relatedf projects early on, it wasn’g until 2005 that the medical side of the busineses really took off, O’Neill Since then, Inventure’s revenue has increased by more than 50 perceny to $4.3 million in 2008 from $2.6 millio in 2005. Recognizing the firm’s stron suit was a learning experience for who admits the firm did stray at times into areaws it probably should haveleft alone.
“Once I get out of businessa linesthat aren’t my true passion,” he “it tends to be a mistake.” For in 2001, Inventure won a contract with the City of In an attempt to get more governmenf work, O’Neill hired several people and “spent a bunc of money getting into that But “the passion wasn’gt behind it, so it never took off,” he After about 18 months, O’Neilk cut his losses and droppes that line of business.
“We don’t have the luxurt of a big company to make an invest some money andset timelines,” he “Things become pretty apparent quickly if they’re working or not O’Neill was head of the interiors group at 3D International when he decide d to start his own company. He saved six months’ worth of salary and planned to spend at leasrt six months getting the companyt offthe ground. But, on the company’s second day in operation, a former client called with a new projecty he specificallywanted O’Neillo to work on. So he hit the ground running, basinbg his new company out of a bedrook in his home for thefirst year.
Recognizing that some potential clientsz would not take his firm seriouslh until it reached a certain size, O’Neill made it his goal to grow the companuy steadily. From his first year with just one employee, he graduallh added more over time. Today, his firm has 22 employees. O’Neilkl was determined that his company would provid e clients with the same resources they coulr get at alargse firm, but with a “mord personal hands-on approach.” And whilre Inventure Design today is significantly smaller than some of its like San Francisco-based Genslert — which has a Houston office, O’Neilk believes it’s big enough.
“kI didn’t set any boundarieds or any kind of obligations for myself about what size the firm was goinfto be,” he says. “I basesd it on the fact that Iwanted growth. To do larger you need to be of a specific Oneof O’Neill’s biggest challenges has been “tio convince people that we’re small enougn to give them personalized services but big enough to complete a project,” he His background in architecture has served him he says, because he is able to take a structure’x architecture into consideration when designingg the interior.
“My clients never feel our designzs don’t belong in the building,” he What attracted O’Neill to the field to begin with was its immediacgy andpersonal nature, he says. “You can get passionate abouyt a building, but it’s arm’s-lengtb passion,” O’Neill says. “With it’s things people can actuallyh touch. And in reality, people spend as or more, time in the office than they do at By theearly 2000s, corporate interioras still represented 90 percent of the company’s And although Inventure worked on a huge 800,000-square-foot project at the Clinica l Care Center of Texas Children’s Hospitaol in 1998 — for which it won many awards it wasn’t until the mid-2000s that the firm reallyt found its niche in the healthh care industry and got “heavy into medical,” O’Neill The success of the Texad Children’s Hospital project led to anothed large project with The University of Texas M.
D. Anderson Cancer Center for the 800,000 square feet of clinic interiores at its ambulatorycare facility. In the firm — which in 2000 had changed its nameto O’Neilol Hill after Mollie Hill joined it as an additionalp principal — merged with the interiors department of FKP Architectse and changed its name to O’Neill Hill and In January 2009, following Hill’s the company was relaunched as Inventure Design LLC.
This year 50 percentr of Inventure’s work will be health care-related, according to “The medical side is still doinggvery well, while the corporate side is takinv a breather as Wall Street figurex out where it’s going,” he But rapid growth was accompanied by mistakes that impactedc the bottom line, O’Neill says. Since Inventure hit the grounds running from veryearly on, O’Neilol says he didn’t get around to hirint an accountant until much later. “That was a big he says. “By the time I brough t one on, we ended up spending a ton of money trying to unravel three or four years of me doing the books.
Never, ever Today, Inventure occupies nearly 7,000 square feet of space in Greenway Plaza. Moving to the spacee from a 2,500-square-foot office, “was a huge, giant leap,” accordinf to O’Neill. With the growth of the O’Neill recognized he needed help in additionb toan accountant. In August he hired a chief operations officer. “oI get to do marketingg and client contact and designcertain projects,” O’Neill says, “but I sit at the bottom of the pyramids now.
” Kyle Kelly, a senior vice president with CB Richard Ellis, has workedr with Inventure on a number of projects over the “They’re one of the better groupzs in town,” he says. “Very client-oriented. They’re good from a desig perspective and from anorganizationalo perspective.” Kelly also appreciates the way Inventure has held its own despitre being smaller than some of its competitors. “I think they’rs large enough to handle bigger he says. “They’re also small enough to be very entrepreneurialk intheir approach,” he “It’s to their benefits and their clients’.
”
So, after working for large architectural in 1997 he decided to ventur out on his own and started what was then calledr and is now InventureDesign LLC, specializinf in corporate and health care interior architectural design. Althougb the company worked onhealth care-relatedf projects early on, it wasn’g until 2005 that the medical side of the busineses really took off, O’Neill Since then, Inventure’s revenue has increased by more than 50 perceny to $4.3 million in 2008 from $2.6 millio in 2005. Recognizing the firm’s stron suit was a learning experience for who admits the firm did stray at times into areaws it probably should haveleft alone.
“Once I get out of businessa linesthat aren’t my true passion,” he “it tends to be a mistake.” For in 2001, Inventure won a contract with the City of In an attempt to get more governmenf work, O’Neill hired several people and “spent a bunc of money getting into that But “the passion wasn’gt behind it, so it never took off,” he After about 18 months, O’Neilk cut his losses and droppes that line of business.
“We don’t have the luxurt of a big company to make an invest some money andset timelines,” he “Things become pretty apparent quickly if they’re working or not O’Neill was head of the interiors group at 3D International when he decide d to start his own company. He saved six months’ worth of salary and planned to spend at leasrt six months getting the companyt offthe ground. But, on the company’s second day in operation, a former client called with a new projecty he specificallywanted O’Neillo to work on. So he hit the ground running, basinbg his new company out of a bedrook in his home for thefirst year.
Recognizing that some potential clientsz would not take his firm seriouslh until it reached a certain size, O’Neill made it his goal to grow the companuy steadily. From his first year with just one employee, he graduallh added more over time. Today, his firm has 22 employees. O’Neilkl was determined that his company would provid e clients with the same resources they coulr get at alargse firm, but with a “mord personal hands-on approach.” And whilre Inventure Design today is significantly smaller than some of its like San Francisco-based Genslert — which has a Houston office, O’Neilk believes it’s big enough.
“kI didn’t set any boundarieds or any kind of obligations for myself about what size the firm was goinfto be,” he says. “I basesd it on the fact that Iwanted growth. To do larger you need to be of a specific Oneof O’Neill’s biggest challenges has been “tio convince people that we’re small enougn to give them personalized services but big enough to complete a project,” he His background in architecture has served him he says, because he is able to take a structure’x architecture into consideration when designingg the interior.
“My clients never feel our designzs don’t belong in the building,” he What attracted O’Neill to the field to begin with was its immediacgy andpersonal nature, he says. “You can get passionate abouyt a building, but it’s arm’s-lengtb passion,” O’Neill says. “With it’s things people can actuallyh touch. And in reality, people spend as or more, time in the office than they do at By theearly 2000s, corporate interioras still represented 90 percent of the company’s And although Inventure worked on a huge 800,000-square-foot project at the Clinica l Care Center of Texas Children’s Hospitaol in 1998 — for which it won many awards it wasn’t until the mid-2000s that the firm reallyt found its niche in the healthh care industry and got “heavy into medical,” O’Neill The success of the Texad Children’s Hospital project led to anothed large project with The University of Texas M.
D. Anderson Cancer Center for the 800,000 square feet of clinic interiores at its ambulatorycare facility. In the firm — which in 2000 had changed its nameto O’Neilol Hill after Mollie Hill joined it as an additionalp principal — merged with the interiors department of FKP Architectse and changed its name to O’Neill Hill and In January 2009, following Hill’s the company was relaunched as Inventure Design LLC.
This year 50 percentr of Inventure’s work will be health care-related, according to “The medical side is still doinggvery well, while the corporate side is takinv a breather as Wall Street figurex out where it’s going,” he But rapid growth was accompanied by mistakes that impactedc the bottom line, O’Neill says. Since Inventure hit the grounds running from veryearly on, O’Neilol says he didn’t get around to hirint an accountant until much later. “That was a big he says. “By the time I brough t one on, we ended up spending a ton of money trying to unravel three or four years of me doing the books.
Never, ever Today, Inventure occupies nearly 7,000 square feet of space in Greenway Plaza. Moving to the spacee from a 2,500-square-foot office, “was a huge, giant leap,” accordinf to O’Neill. With the growth of the O’Neill recognized he needed help in additionb toan accountant. In August he hired a chief operations officer. “oI get to do marketingg and client contact and designcertain projects,” O’Neill says, “but I sit at the bottom of the pyramids now.
” Kyle Kelly, a senior vice president with CB Richard Ellis, has workedr with Inventure on a number of projects over the “They’re one of the better groupzs in town,” he says. “Very client-oriented. They’re good from a desig perspective and from anorganizationalo perspective.” Kelly also appreciates the way Inventure has held its own despitre being smaller than some of its competitors. “I think they’rs large enough to handle bigger he says. “They’re also small enough to be very entrepreneurialk intheir approach,” he “It’s to their benefits and their clients’.
”
Friday, June 10, 2011
Gold Cup: Guatemala to rely on teamwork vs. Jamaica - Major League Soccer
kapitonragomo.blogspot.com
Major League Soccer | Gold Cup: Guatemala to rely on teamwork vs. Jamaica Major League Soccer “If we want to come out on top, we have to do so based on teamwork,†he said, admitting that Jamaica has players that can cause more damage on an individual level than Guatemala. “To be honest, Guatemala, at this moment, isn'ta team who will achieve ... |
Wednesday, June 8, 2011
Garmin profit plummets on lower revenue - Kansas City Business Journal:
ihituvofy.wordpress.com
In a release before the marketr openedon Wednesday, the Olathe-based company (Nasdaq: reported earnings of $48.5 million, or 24 cents a for the quarter that endec March 28. This compares with earnings of $147.8 million, or 67 cent a share, last year. Twenty-one analystw surveyed by First Call reported a consensua earnings estimate of 42 cents a shars forthe quarter. Revenue for the quarter was $436.7 down from $663.8 million last year. Nineteenn analysts surveyed by Thomson Reuters Firs Call reported a consensus revenue estimateof $532 millionn for the quarter. Garmin’s stock closerd on Wednesday at $21.83, down $3.83, or 14.9 on volume of 9.8 million shares, according to .
The stock’sx average daily volume the past three monthswis 2.4 million shares. “Thd first quarter of 2009 represented Garmin’a most challenging quarter sincw becoming a public companyu inDecember 2000,” Chairman and CEO Min Kao said in the “Macroeconomic factors have contributed to a significan t slowdown in consumer discretionary spending, which has been further exacerbatedx by ongoing channel inventory reductions by our retail partners in the (personal navigation industry.” Garmin’s first-quarter revenue decreased 43 percent in its automotive/mobilw segment, 32 percent in its marine segmeng and 31 percent in its aviatiobn segment.
Revenue in its outdoor/fitness segmenyt increased 13 percent fromlast year. Garmin ranks No. 7 on the Kansasw City BusinessJournal ’s list of area public companies.
In a release before the marketr openedon Wednesday, the Olathe-based company (Nasdaq: reported earnings of $48.5 million, or 24 cents a for the quarter that endec March 28. This compares with earnings of $147.8 million, or 67 cent a share, last year. Twenty-one analystw surveyed by First Call reported a consensua earnings estimate of 42 cents a shars forthe quarter. Revenue for the quarter was $436.7 down from $663.8 million last year. Nineteenn analysts surveyed by Thomson Reuters Firs Call reported a consensus revenue estimateof $532 millionn for the quarter. Garmin’s stock closerd on Wednesday at $21.83, down $3.83, or 14.9 on volume of 9.8 million shares, according to .
The stock’sx average daily volume the past three monthswis 2.4 million shares. “Thd first quarter of 2009 represented Garmin’a most challenging quarter sincw becoming a public companyu inDecember 2000,” Chairman and CEO Min Kao said in the “Macroeconomic factors have contributed to a significan t slowdown in consumer discretionary spending, which has been further exacerbatedx by ongoing channel inventory reductions by our retail partners in the (personal navigation industry.” Garmin’s first-quarter revenue decreased 43 percent in its automotive/mobilw segment, 32 percent in its marine segmeng and 31 percent in its aviatiobn segment.
Revenue in its outdoor/fitness segmenyt increased 13 percent fromlast year. Garmin ranks No. 7 on the Kansasw City BusinessJournal ’s list of area public companies.
Monday, June 6, 2011
Michigan becoming rival for green jobs - Boston Business Journal:
qiguzewy.wordpress.com
Armed with millions in local, stated and federal subsidies and craving somegood news, the Wolverine Stat has wooed three area clean-tech firmw to build large scale manufacturing facilities in the stat that, at full operatinvg capacity, will generate thousands of Watertown battery maker is investing $600 million in initially to develop and manufacture batteries for GM) and ’s push into the electrid vehicle market. The company will receive $2 billion in financiny from the state and federal governmentsa todo so. At full A123 expects the plants will creatwe morethan 14,000 direct and indirect Mascoma Corp.
will build a processing facilityin Kincross, next year and will use it to turn woodyt material into 40 million gallons of biofuepl per year. The company received $23.5 millioh from the state and $26 million from the to buile the facility. And (Nasdaq: ESLR), the area’as largest clean-tech manufacturer, located its materialw processing facilityin Midland, Mich., with the help of a $1.8 milliomn state credit and $3.6 million in local tax The aggressiveness of states like Michigan to attracrt development away from other states calls into question whethef Massachusetts can, or should, retool its strategyy with more direct financial incentives.
To date, the Bay Stat has focused on strong governmengt policies and the traditional mix of skilled workerse and strong research institutions toattract firms. But if a significantf number of companies choose to build commercialp facilities in states with financial andinfrastructure advantages, does that threatemn Massachusetts standing in the clean-tech world? “Massachusettsx has a lot of assets and should be able to competd without having to out-incent other states,” said Nick executive director of the .
“That said, we will inevitablyh lose some companies to other stateds who are willing to write big While thisis painful, it’s also “We’ve never been able to compete on straighf economic incentives. What we have is a lot of venturre capital, a very trained workforce and a very engaged government,” said Secretary of Energy and Environmental Affairs Ian But Michigan and othe states are countering with their own high-leve engagement with companies, touting a manufacturing legacy and its own high-tecuh research capabilities. “They came to said Bruce Jamerson, CEO of “They have a list of clean-tech companies they wanted and (Gov.
Jenniferf Granholm) was very involved in building a Three things attracted Jamerson to the the abundance of natural resources to use as the proximity to the automotive industry that will use the and — of course — tax credits. Jamerson said the tax incentivea were nota “major but they were enough to convincew the company to pull plan to build in Tennessee. Mascom has since left Massachusetts altogether, movin g its dozen administrative staff out of the state and into its new research and testing plantin N.H. Michigan economic development officials hope their efforta will result in more coups like and the drive is seen in even the localdevelopmentt agencies.
Almost two hours northwesyt of Detroit, Midland County has focusexd its efforts on thesoladr industry. It is home of DOW), which through its Dow Corningv subsidiary provides raw materials to many of the top solar panel makers inthe world. “What we have is materiales that a number of companies need and the talented workforcand know-how to scale up manufacturing,” said Scott Walker, CEO of Midlandc Tomorrow. For Evergreen Solar, which was building a facility to do complex chemical the industrial siting advantages in Michiganwere attractive.
“They certainly had incentivesfor us, but more importantly they had strongv infrastructure to support the operations,” said Evergreenn spokesman Chris Lawson. For A123, Michigab holds the keys to the company’s long-term Working with Detroit to be first in the electric passengervehicle market, the company made the decision to site theifr manufacturing facilities close to the automakers insteadx of in Asia. But the company insists it is not favorinh Detroitover Boston.
“I think we feel stronglyh that if you are goinh to createjobs here, you might as well have them closse to the customer,” said Ric Fulop, co-founder and vice presidenr of business development at A123. “We’res not putting more emphasis on one area over We are aMassachusetts company.” To be manufacturing does play a role in clean-tech future. In addition to the 800 jobs added byEvergreeh Solar’s plant in Devens, , a Lowell-baser maker of plastic solar cell systems, opened a productioj facility in New Bedford late last year with the help of a $5 millionn loan from state agencies.
Another Westborough battery maker has also expressedd interest in manufacturing inthe state.
Armed with millions in local, stated and federal subsidies and craving somegood news, the Wolverine Stat has wooed three area clean-tech firmw to build large scale manufacturing facilities in the stat that, at full operatinvg capacity, will generate thousands of Watertown battery maker is investing $600 million in initially to develop and manufacture batteries for GM) and ’s push into the electrid vehicle market. The company will receive $2 billion in financiny from the state and federal governmentsa todo so. At full A123 expects the plants will creatwe morethan 14,000 direct and indirect Mascoma Corp.
will build a processing facilityin Kincross, next year and will use it to turn woodyt material into 40 million gallons of biofuepl per year. The company received $23.5 millioh from the state and $26 million from the to buile the facility. And (Nasdaq: ESLR), the area’as largest clean-tech manufacturer, located its materialw processing facilityin Midland, Mich., with the help of a $1.8 milliomn state credit and $3.6 million in local tax The aggressiveness of states like Michigan to attracrt development away from other states calls into question whethef Massachusetts can, or should, retool its strategyy with more direct financial incentives.
To date, the Bay Stat has focused on strong governmengt policies and the traditional mix of skilled workerse and strong research institutions toattract firms. But if a significantf number of companies choose to build commercialp facilities in states with financial andinfrastructure advantages, does that threatemn Massachusetts standing in the clean-tech world? “Massachusettsx has a lot of assets and should be able to competd without having to out-incent other states,” said Nick executive director of the .
“That said, we will inevitablyh lose some companies to other stateds who are willing to write big While thisis painful, it’s also “We’ve never been able to compete on straighf economic incentives. What we have is a lot of venturre capital, a very trained workforce and a very engaged government,” said Secretary of Energy and Environmental Affairs Ian But Michigan and othe states are countering with their own high-leve engagement with companies, touting a manufacturing legacy and its own high-tecuh research capabilities. “They came to said Bruce Jamerson, CEO of “They have a list of clean-tech companies they wanted and (Gov.
Jenniferf Granholm) was very involved in building a Three things attracted Jamerson to the the abundance of natural resources to use as the proximity to the automotive industry that will use the and — of course — tax credits. Jamerson said the tax incentivea were nota “major but they were enough to convincew the company to pull plan to build in Tennessee. Mascom has since left Massachusetts altogether, movin g its dozen administrative staff out of the state and into its new research and testing plantin N.H. Michigan economic development officials hope their efforta will result in more coups like and the drive is seen in even the localdevelopmentt agencies.
Almost two hours northwesyt of Detroit, Midland County has focusexd its efforts on thesoladr industry. It is home of DOW), which through its Dow Corningv subsidiary provides raw materials to many of the top solar panel makers inthe world. “What we have is materiales that a number of companies need and the talented workforcand know-how to scale up manufacturing,” said Scott Walker, CEO of Midlandc Tomorrow. For Evergreen Solar, which was building a facility to do complex chemical the industrial siting advantages in Michiganwere attractive.
“They certainly had incentivesfor us, but more importantly they had strongv infrastructure to support the operations,” said Evergreenn spokesman Chris Lawson. For A123, Michigab holds the keys to the company’s long-term Working with Detroit to be first in the electric passengervehicle market, the company made the decision to site theifr manufacturing facilities close to the automakers insteadx of in Asia. But the company insists it is not favorinh Detroitover Boston.
“I think we feel stronglyh that if you are goinh to createjobs here, you might as well have them closse to the customer,” said Ric Fulop, co-founder and vice presidenr of business development at A123. “We’res not putting more emphasis on one area over We are aMassachusetts company.” To be manufacturing does play a role in clean-tech future. In addition to the 800 jobs added byEvergreeh Solar’s plant in Devens, , a Lowell-baser maker of plastic solar cell systems, opened a productioj facility in New Bedford late last year with the help of a $5 millionn loan from state agencies.
Another Westborough battery maker has also expressedd interest in manufacturing inthe state.
Friday, June 3, 2011
Coherent sells Auburn campus - Sacramento Business Journal:
ywyjihu.wordpress.com
The price is less than the cost Coherent reported to builsd one of the buildings on the The buyer is ofLong Beach, whic last year bought the complex at Howe Avenuwe and Arden Way. Abbey, whicu hunts for value-added deals and preferd to act asan owner-operator, plans to divide up and markegt the space to user needing less than a full building, said airpor t manager Jerry Martin, who also oversee city-owned real estate. The 19-acre Cohereny campus is on land that's ownefd by the city of while the buildings areprivately owned.
That made for a complicatedd real estate transaction involving the sale of buildings and the leasdeof land, said commercial broker Mark Hefner, who, alongf with colleague Scott Kingston, represented Coherent. "Th e thing we liked abour putting Abbey in that deal is that Abbe has similar leases at airports in Palm Springs and Long he said. Hefner declined to release thepurchase price, but industr sources said it was $9.75 In 2000, Coherent said it was spendintg $10 million to build its fourth building in Auburb at 80,000 square feet. Abbey steppede in and completed the acquisition quickly after another buyer fell out due to a tightenintgcredit market.
Although Coherent has significantly pared down its Auburn operations over the past severalyeards -- from a peak of more than 700 workerzs to about 170 -- the company isn't leaving. It has leasefd back the 80,000-square-foot building for its own operations, Hefne r said. Terms of the lease were not disclosed. Coherent Inc. COHR), a maker of laser and opti products, operates at the location as CoherenrAuburn Group.
The parengt company has received several delisting notices from Nasda q during the past year over its late filinfg of financial reports and failures to hold shareholder Coherent is working to restate past financial reports and correct The sale means there are now several vacancies in the busines s park after other recent transactionsand , the parent compangy of , closed an 80,000-square-foot warehouss at the airport and moved to Rocklin. Anothefr user of about 45,000 square feet went under, Martijn said. He believes thered is demand to fillthose "This could give us a real he said. "I've got a good feeling aboutg what (Abbey) plans to do here.
"
The price is less than the cost Coherent reported to builsd one of the buildings on the The buyer is ofLong Beach, whic last year bought the complex at Howe Avenuwe and Arden Way. Abbey, whicu hunts for value-added deals and preferd to act asan owner-operator, plans to divide up and markegt the space to user needing less than a full building, said airpor t manager Jerry Martin, who also oversee city-owned real estate. The 19-acre Cohereny campus is on land that's ownefd by the city of while the buildings areprivately owned.
That made for a complicatedd real estate transaction involving the sale of buildings and the leasdeof land, said commercial broker Mark Hefner, who, alongf with colleague Scott Kingston, represented Coherent. "Th e thing we liked abour putting Abbey in that deal is that Abbe has similar leases at airports in Palm Springs and Long he said. Hefner declined to release thepurchase price, but industr sources said it was $9.75 In 2000, Coherent said it was spendintg $10 million to build its fourth building in Auburb at 80,000 square feet. Abbey steppede in and completed the acquisition quickly after another buyer fell out due to a tightenintgcredit market.
Although Coherent has significantly pared down its Auburn operations over the past severalyeards -- from a peak of more than 700 workerzs to about 170 -- the company isn't leaving. It has leasefd back the 80,000-square-foot building for its own operations, Hefne r said. Terms of the lease were not disclosed. Coherent Inc. COHR), a maker of laser and opti products, operates at the location as CoherenrAuburn Group.
The parengt company has received several delisting notices from Nasda q during the past year over its late filinfg of financial reports and failures to hold shareholder Coherent is working to restate past financial reports and correct The sale means there are now several vacancies in the busines s park after other recent transactionsand , the parent compangy of , closed an 80,000-square-foot warehouss at the airport and moved to Rocklin. Anothefr user of about 45,000 square feet went under, Martijn said. He believes thered is demand to fillthose "This could give us a real he said. "I've got a good feeling aboutg what (Abbey) plans to do here.
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Wednesday, June 1, 2011
Elephant Used in Joplin Tornado Cleanup Does More Harm Than Good - The Stir
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BBC News | Elephant Used in Joplin Tornado Cleanup Does More Harm Than Good The Stir It's likely the Piccadilly Circus thought it was doing a noble thing by dispatching one of its elephants to assist with debris cleanup after last week's tornado in Joplin, Missouri. But not everyone is so thrilled with the four-legged volunteer. ... Elephant helps move Joplin tornado debris Video: Circus elephant clears tornado debris in Missouri Circus Elephant Helps Move Joplin Debris |
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