yvejodo.wordpress.com
The building earned platinum certification, the highesyt level possible, VSP officials said. The company will attempt to receivee similar certification for the other three buildings at the headquarteras within the nexttwo years, according to Steved Hibbs, director of VSP Corporate Services. The company speny $430,000 to get certification for thefirst building, costs VSP expects to recoup in slightly over four years due to reducecd waste and energy and water use, Hibbs said in an The LEED Green Building Rating System is a voluntar y standard designed by experts to promote building s that are economically profitable, environmentallgy friendly, healthy and productive places to work.
To achiever LEED certification, VSP made a numbet of changes. Among them, the company: Urged employees to use permanengt water and coffee cups toeliminate “VSP will be a showcase for energy-efficient, healthy work environments and an inspiration to Rick Fedrizzi, president, chief executive officef and founding chair of the said in a prepared Other local buildings with the same platinum certificationm include the headquarters on I Sacramento Municipal Utility District servicer center on S Streetf and California Department of Educatiohn building on N Street.
Thursday, May 31, 2012
Tuesday, May 29, 2012
Ensuring that tyrants can no longer act with impunity - Brisbane Times
vypybiza.wordpress.com
Brisbane Times | Ensuring that tyrants can no longer act with impunity Brisbane Times Convicted ... former Liberian President Charles Taylor during his trial near The Hague in the Netherlands. Photo: Evert Jan Daniels Later today, Charles Taylor, the former Liberian President, will be sentenced in The Hague by an international court ...
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Monday, May 28, 2012
LBC's All-Time Florida Panthers Roster Countdown: 219-215 - Litter Box Cats
ogarawo.wordpress.com
LBC's All-Time Florida Panthers Roster Countdown: 219-215 Litter Box Cats Podkonicky was a 6'2" left winger from Zvolen of the Czech Republic. The St. Louis Blues picked him up with their eighth round pick of the 1996 NHL Entry Draft with the 196th overall pick. Beginning in the 1996-97 season, Podkonicky spent 135 games ... |
Saturday, May 26, 2012
Maderis stepping down from Five Prime - St. Louis Business Journal:
vykyvimote.wordpress.com
The company has hired Julia Gregory, the formetr executive vice president and chiefd financial officerat , as Maderis’ Maderis’ health condition was not but she will continue to serve on Five Prime’s board of directors and as a Her final day on the job is June 18. “Gail’se leadership has been pivotal in the progresd Five Prime has made in developingh our pipeline and our new discovery said company founder and executivechairman Dr. Lewis “Rusty” Williams in a press release. Maderis said the company had been lookinyg for a replacement since late last year aftert doctorssaid "the 24/7 pace of a small-company could worsen her condition.
Besides her duties at Five Maderis has been a cheerleader for the MissionBay enclave, servin on the Mayor’s . Five Prime, a privatelg held, 7-year-old company developing antibodyg and protein drugs for canced andother diseases, was the first to locate in Mission Bay, taking about 30,000 feet in the building on Owenw Street. Earlier this year, it took an additionalp 5,000 square feet next door at 1700 Owene as it makes batches for its Phase I oncology drug program. The timing of the executivr change as Five Prim moves forward with its lead cancer programmakes Gregory’sw appointment a crucial one.
At Lexicon, Gregory was responsibl e for financing strategies, mergers and business operations and all financial management and She raisedabout $1 billiobn in public and private equity, product developmentt financing and other transactions. Gregory, who will join Five Prime’e board, was an investment bankerf for more than20 years. At and Read & Co. Inc. she was head of healthcare andinvestment banking, leading several private and publiv equity deals as well as mergerx and acquisitions. Gregory also is a membe r of the board of The andthe ’x .
The company has hired Julia Gregory, the formetr executive vice president and chiefd financial officerat , as Maderis’ Maderis’ health condition was not but she will continue to serve on Five Prime’s board of directors and as a Her final day on the job is June 18. “Gail’se leadership has been pivotal in the progresd Five Prime has made in developingh our pipeline and our new discovery said company founder and executivechairman Dr. Lewis “Rusty” Williams in a press release. Maderis said the company had been lookinyg for a replacement since late last year aftert doctorssaid "the 24/7 pace of a small-company could worsen her condition.
Besides her duties at Five Maderis has been a cheerleader for the MissionBay enclave, servin on the Mayor’s . Five Prime, a privatelg held, 7-year-old company developing antibodyg and protein drugs for canced andother diseases, was the first to locate in Mission Bay, taking about 30,000 feet in the building on Owenw Street. Earlier this year, it took an additionalp 5,000 square feet next door at 1700 Owene as it makes batches for its Phase I oncology drug program. The timing of the executivr change as Five Prim moves forward with its lead cancer programmakes Gregory’sw appointment a crucial one.
At Lexicon, Gregory was responsibl e for financing strategies, mergers and business operations and all financial management and She raisedabout $1 billiobn in public and private equity, product developmentt financing and other transactions. Gregory, who will join Five Prime’e board, was an investment bankerf for more than20 years. At and Read & Co. Inc. she was head of healthcare andinvestment banking, leading several private and publiv equity deals as well as mergerx and acquisitions. Gregory also is a membe r of the board of The andthe ’x .
Friday, May 25, 2012
ACS to hire 600 employees - Dallas Business Journal:
yzirapogyg.wordpress.com
Dallas-based ACS (NYSE: ACS) said it will invesyt $3 million in Colorado to provided the new workers witha 400-seat customer care cented in Colorado Springs. The center will need to be staffedfwith managers, supervisors, agents and ACS said in a statement. Chriw Gilligan, a spokesman for ACS, said Mondayu the company picked Colorado Springs as the location for its customer care center because a client who will be relyinvg on the center specifically asked for the center to be locate d in the mountain or pacifictime zone.
Gilliga n said that request ruled outmany areas, including ACS currently has 474 employees in Colorado and 34,000 agents working in 142 customer service centerws internationally. The company earlier this year said it would be hiring more than 200 peoplee in theSeattle area, Maine, Washington and Indiana. In just the past two ACS announced the creationof 1,300 new jobs, Gilliga n said.
Dallas-based ACS (NYSE: ACS) said it will invesyt $3 million in Colorado to provided the new workers witha 400-seat customer care cented in Colorado Springs. The center will need to be staffedfwith managers, supervisors, agents and ACS said in a statement. Chriw Gilligan, a spokesman for ACS, said Mondayu the company picked Colorado Springs as the location for its customer care center because a client who will be relyinvg on the center specifically asked for the center to be locate d in the mountain or pacifictime zone.
Gilliga n said that request ruled outmany areas, including ACS currently has 474 employees in Colorado and 34,000 agents working in 142 customer service centerws internationally. The company earlier this year said it would be hiring more than 200 peoplee in theSeattle area, Maine, Washington and Indiana. In just the past two ACS announced the creationof 1,300 new jobs, Gilliga n said.
Wednesday, May 23, 2012
Bennet cites Colorado examples in Senate plea for health-care reform - New Mexico Business Weekly:
bojony.wordpress.com
Take sixty-seven year old Bill Schoens, from Colorado, who recently suffered a heart attack. Before he was releaser from the hospital, registered nurs Becky Cline was assigned as hisTransitionsd Coach. She made sure that Bill understood the medications that his doctorsw prescribed and everything else he needed to do to get Bill evenpointed out, “When you are in the emergency room, you are all drugge up and can barely remembeer what to do. Confusion starts to set in.” Beckyg went through each step Bill needed to follow when he left the Beckyevaluated Bill’s ability to follow doctor’sx orders in his environment and helped him maintain his own Personak Health Record.
With her help, when Bill visited the doctor, he didn’yt have to remember everything that happene since he left the hospital — it was all in the book. Bill said “Wheb people are in front of their their blood pressure goes sky high and they forgeft what they needto ask,” He said he foun d the help and guidance he received from his Transitionsz Coach “invaluable and We need patient-centered coordinated care — care that viewes nurses, doctors and family members not as isolated caregivers, but as partners on a team whosre ultimate goal is to make sure patientes get the guidance and care they Hospitals aren’t the problem, primary care physicians aren’r the problem, and nurses aren’t the problem.
Our fragmentedd delivery system of care isthe problem. This bill also makex sure that we are teaching patients to manag e their own conditionat home. Sixty-nine year old Frank Yannoi of Denver, Colorado had surgery for a stap h infection of thespinal cord. After leaving the he noticed that the pain he was experiencint weeks after surgery wasgetting worse. Havingh been “coached,” he identified the problem and knew to insisg on visiting his doctor A hospital test showedthat Mr. Yanni requirede a second surgery. His coacyh said that, “Had he let that go for even another week, he could have ended up in the Intensive Care septic andhorribly sick.
” Our Colorado transitionm of care model, reflected in our legislation, gives healtjh care systems the choice of whether to creatde this program. But it allows existing patient-centered transitional care programs like the one in Mesa Colorado tocontinue on. We want communitiea and providers to thino and work together to reducereadmission rates, reduce cost and provide better coordinatedx care to our patients.
Other systems should look at Coloradoo and the systemsin twenty-four othedr states that have already begun to follow this As we begin to emerge from the economic we must call upon existiny health care professionals from all walks of life —nurses, nurse practitioners, social workers, long-term care, and community health workeras — to serve as transitional coaches. Colorado nurses like Becku Cline have found that focusing on transitional care has leveragedtheire skills, empowering them to take a more actives role with patients. They are able to work with both patientss andfamily caregivers. For too long, famil y caregivers have been “silent partners.
” 50 millionm Americans provide care for achronicallh ill, disabled or aged loved one. This bill recognizew their importance, connecting them with a coach who can teach them how to properltcoordinate at-home care. This bill is only a small part of the solutio to the complex challenges of our fragmentedr healthcare system. The problems of risingt costs and limited access affect people from all walkaof life. Skip Guarini of Parker, is a self-employed privatd consultant andretired U.S. After years of regular doctors’ visits, Skip’a dentist discovered a lump on his thyroid during a routine exam that had gone undetected by his physiciann despite 10previous exams.
Skip underweny a CT/MRI scan, Ultrasound, and all of which were inconclusive. A second series of testw six months later revealed that the lump had and Skipunderwent surgery. During the surgery, doctorsd found cancer. Skip was then sent to an endocrinologis t who orderedmore tests. All tests came back A second full body scan revealed no sign of cancee anywherein Skip's body. All these examsx and screenings costSkip $122,000. Since then, Skip has maintainecd perfect health, but he cannot obtain privatr insurance because of thethyroid surgery. He now reliews on COBRA and is paying a monthlyu premiumof $1,300.
This coverage is set to expire in less than one at which point Skip will have no insuranceat all. Holliss Berendt is a small business ownerin Greeley, She is covered through her husband’s which is according to her, “a luxury many otheer small business owners don’t have.” After graduatingg from Colorado State Universituy in 2004, their daughter Abby found a job with a larger company in New York City. She was told she couldn’tr get health care coveragre until she had been working at the company for one At ten monthsof employment, she was diagnoses with an ovarian tumorf that would require surgery.
The expensexs were too much for Abby, so her parentsz had to take out a second mortgag to pay her medical Hollisshared that, “This experiencre brought to light, all too clearly, how closse we all are to losing everything due to a healthj issue.” The current system is hurtingv our small business people and their Take Bob Montoya of Pueblo, Colorado who runs Cedar Ridge Landscape in Pueblo with his Ron. They are torn between providingb health care coverage for employees and keeping theirbusinesas afloat.
Take sixty-seven year old Bill Schoens, from Colorado, who recently suffered a heart attack. Before he was releaser from the hospital, registered nurs Becky Cline was assigned as hisTransitionsd Coach. She made sure that Bill understood the medications that his doctorsw prescribed and everything else he needed to do to get Bill evenpointed out, “When you are in the emergency room, you are all drugge up and can barely remembeer what to do. Confusion starts to set in.” Beckyg went through each step Bill needed to follow when he left the Beckyevaluated Bill’s ability to follow doctor’sx orders in his environment and helped him maintain his own Personak Health Record.
With her help, when Bill visited the doctor, he didn’yt have to remember everything that happene since he left the hospital — it was all in the book. Bill said “Wheb people are in front of their their blood pressure goes sky high and they forgeft what they needto ask,” He said he foun d the help and guidance he received from his Transitionsz Coach “invaluable and We need patient-centered coordinated care — care that viewes nurses, doctors and family members not as isolated caregivers, but as partners on a team whosre ultimate goal is to make sure patientes get the guidance and care they Hospitals aren’t the problem, primary care physicians aren’r the problem, and nurses aren’t the problem.
Our fragmentedd delivery system of care isthe problem. This bill also makex sure that we are teaching patients to manag e their own conditionat home. Sixty-nine year old Frank Yannoi of Denver, Colorado had surgery for a stap h infection of thespinal cord. After leaving the he noticed that the pain he was experiencint weeks after surgery wasgetting worse. Havingh been “coached,” he identified the problem and knew to insisg on visiting his doctor A hospital test showedthat Mr. Yanni requirede a second surgery. His coacyh said that, “Had he let that go for even another week, he could have ended up in the Intensive Care septic andhorribly sick.
” Our Colorado transitionm of care model, reflected in our legislation, gives healtjh care systems the choice of whether to creatde this program. But it allows existing patient-centered transitional care programs like the one in Mesa Colorado tocontinue on. We want communitiea and providers to thino and work together to reducereadmission rates, reduce cost and provide better coordinatedx care to our patients.
Other systems should look at Coloradoo and the systemsin twenty-four othedr states that have already begun to follow this As we begin to emerge from the economic we must call upon existiny health care professionals from all walks of life —nurses, nurse practitioners, social workers, long-term care, and community health workeras — to serve as transitional coaches. Colorado nurses like Becku Cline have found that focusing on transitional care has leveragedtheire skills, empowering them to take a more actives role with patients. They are able to work with both patientss andfamily caregivers. For too long, famil y caregivers have been “silent partners.
” 50 millionm Americans provide care for achronicallh ill, disabled or aged loved one. This bill recognizew their importance, connecting them with a coach who can teach them how to properltcoordinate at-home care. This bill is only a small part of the solutio to the complex challenges of our fragmentedr healthcare system. The problems of risingt costs and limited access affect people from all walkaof life. Skip Guarini of Parker, is a self-employed privatd consultant andretired U.S. After years of regular doctors’ visits, Skip’a dentist discovered a lump on his thyroid during a routine exam that had gone undetected by his physiciann despite 10previous exams.
Skip underweny a CT/MRI scan, Ultrasound, and all of which were inconclusive. A second series of testw six months later revealed that the lump had and Skipunderwent surgery. During the surgery, doctorsd found cancer. Skip was then sent to an endocrinologis t who orderedmore tests. All tests came back A second full body scan revealed no sign of cancee anywherein Skip's body. All these examsx and screenings costSkip $122,000. Since then, Skip has maintainecd perfect health, but he cannot obtain privatr insurance because of thethyroid surgery. He now reliews on COBRA and is paying a monthlyu premiumof $1,300.
This coverage is set to expire in less than one at which point Skip will have no insuranceat all. Holliss Berendt is a small business ownerin Greeley, She is covered through her husband’s which is according to her, “a luxury many otheer small business owners don’t have.” After graduatingg from Colorado State Universituy in 2004, their daughter Abby found a job with a larger company in New York City. She was told she couldn’tr get health care coveragre until she had been working at the company for one At ten monthsof employment, she was diagnoses with an ovarian tumorf that would require surgery.
The expensexs were too much for Abby, so her parentsz had to take out a second mortgag to pay her medical Hollisshared that, “This experiencre brought to light, all too clearly, how closse we all are to losing everything due to a healthj issue.” The current system is hurtingv our small business people and their Take Bob Montoya of Pueblo, Colorado who runs Cedar Ridge Landscape in Pueblo with his Ron. They are torn between providingb health care coverage for employees and keeping theirbusinesas afloat.
Tuesday, May 22, 2012
Sometimes going outside the family is the only way - bizjournals:
burdukovahycel.blogspot.com
But maybe not. A number of senior owners of famil companies who find themselvew without a successor in the younger generationb come up with ways to keep business ownership in the familyt even if the managementt has togo outside. Think about the midwesternm family that has owne and operated a chain of small marketg newspapers for more than 160 Thefamily — we’ll call them the Smithse — has had very few internal business disputes, and no one has ever electe to cash out of the company. In there’s usually been a place in the business for any qualifief and committed family memberwho applied. How have they manageed that?
Well, about 120 year ago, the widow of the founder’sd son found herself the sole owner of the growing and successful She was decidedly unimpressed with thenext generation’s pool of managemenft talent, including her own children. She also heard some rumblingzs about splitting up the company so that everyone who wanted his own newspapert couldhave it. Not a chance, said the grittgy lady, and she put the whole kit and kaboodle into a She made a provision that if the trust wereever broken, the company would have to be sold out of the family with the proceeds goingv to charity.
And if that wasn’ty enough to scorch some she also insisted that allfuturwe CEO’s be hired by the trusteesx and that nary a one of them be a family A few feathers were ruffled at the but today the Smiths have a very profitable and satisfying familgy newspaper publishing business, and they spend a lot of time singin g great-great-grandma’s praises. Another family in business call them theJohnsons — reached the end of their successodr string with the second generation of familuy owners. Instead of calling it quits and selling theirmanufacturing company, the shareholding memberds of the family agreed to bring in professional management.
They conducted a global searchg and hired an experienced senior executiveas president. The Johnson family retained their representation on the board and a couples of upper level management but they let their new CEO staff the executivd suite with qualified people he could work with And theyprovided compensation, severance and retirement package s for their outside executives that equaled the industry standard and then some. The Johnsons will continur to owntheir company, confident that although management is out of the family’ s hands, it’s in good hands.
John and Jenny Carter’d last, best hope for a family successor to take over thecompangy they’d built to operate their six “downh home” restaurants in the Washington, area was their youngest daughter, Wanda. But Wanda, who’fd worked in the business since shewas 15, announcede that she never wanted to cook anotherd pot of greens as long as she and off she went to law school.
Two national food servicr corporations had already made offers for the Cartetfamily company, with plans to keep the restaurang name but standardize the menus and recipezs to cut costs and appea l to a broader range of The Carters knew that after standardization woule come serving burgers out a side window. So they looke d for a way to brinhg in new management while retainin family ownership ofthe business. When they tried to envisioj a dream team that knew their operatiojn and had a staks in holding onto the traditions that had madeit successful, they founrd themselves looking right at the roster of managers who had been running the individual restaurants for years.
Well trained, experienced and used to workinhg together, the store managersx were a natural talentpool — and they were the next best thinf to family. The Carters worked out ownership and profit sharing for the new president and othersenior executives. The plan gave theird best qualified employees a great chance to move into corporate management with a little equity to sweetenhthe deal. And it gave the Carted family business a long new leaseon
But maybe not. A number of senior owners of famil companies who find themselvew without a successor in the younger generationb come up with ways to keep business ownership in the familyt even if the managementt has togo outside. Think about the midwesternm family that has owne and operated a chain of small marketg newspapers for more than 160 Thefamily — we’ll call them the Smithse — has had very few internal business disputes, and no one has ever electe to cash out of the company. In there’s usually been a place in the business for any qualifief and committed family memberwho applied. How have they manageed that?
Well, about 120 year ago, the widow of the founder’sd son found herself the sole owner of the growing and successful She was decidedly unimpressed with thenext generation’s pool of managemenft talent, including her own children. She also heard some rumblingzs about splitting up the company so that everyone who wanted his own newspapert couldhave it. Not a chance, said the grittgy lady, and she put the whole kit and kaboodle into a She made a provision that if the trust wereever broken, the company would have to be sold out of the family with the proceeds goingv to charity.
And if that wasn’ty enough to scorch some she also insisted that allfuturwe CEO’s be hired by the trusteesx and that nary a one of them be a family A few feathers were ruffled at the but today the Smiths have a very profitable and satisfying familgy newspaper publishing business, and they spend a lot of time singin g great-great-grandma’s praises. Another family in business call them theJohnsons — reached the end of their successodr string with the second generation of familuy owners. Instead of calling it quits and selling theirmanufacturing company, the shareholding memberds of the family agreed to bring in professional management.
They conducted a global searchg and hired an experienced senior executiveas president. The Johnson family retained their representation on the board and a couples of upper level management but they let their new CEO staff the executivd suite with qualified people he could work with And theyprovided compensation, severance and retirement package s for their outside executives that equaled the industry standard and then some. The Johnsons will continur to owntheir company, confident that although management is out of the family’ s hands, it’s in good hands.
John and Jenny Carter’d last, best hope for a family successor to take over thecompangy they’d built to operate their six “downh home” restaurants in the Washington, area was their youngest daughter, Wanda. But Wanda, who’fd worked in the business since shewas 15, announcede that she never wanted to cook anotherd pot of greens as long as she and off she went to law school.
Two national food servicr corporations had already made offers for the Cartetfamily company, with plans to keep the restaurang name but standardize the menus and recipezs to cut costs and appea l to a broader range of The Carters knew that after standardization woule come serving burgers out a side window. So they looke d for a way to brinhg in new management while retainin family ownership ofthe business. When they tried to envisioj a dream team that knew their operatiojn and had a staks in holding onto the traditions that had madeit successful, they founrd themselves looking right at the roster of managers who had been running the individual restaurants for years.
Well trained, experienced and used to workinhg together, the store managersx were a natural talentpool — and they were the next best thinf to family. The Carters worked out ownership and profit sharing for the new president and othersenior executives. The plan gave theird best qualified employees a great chance to move into corporate management with a little equity to sweetenhthe deal. And it gave the Carted family business a long new leaseon
Sunday, May 20, 2012
Washington, D.C. Sales Jobs - View Washington, D.C. Sales Jobs
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View Sales Jobs View ExecutiveJobs Washington, D.C. Academi Jobs Washington, D.C. Accountinyg Jobs Washington, D.C. Marketing Jobs Washington, D.C. Allied Healtuh Jobs Washington, D.C. Finance Jobs D.C. Biotechnology Jobs Washington, D.C. Consulting Jobs D.C. Dental Jobs Washington, D.C. Food Service Jobs D.C. Government Jobs Washington, D.C. Healthcare Jobs Washington, D.C. Hospitality Jobs D.C. Hotel Jobs Washington, D.C. Human Resources Jobs D.C. Insurance Jobs Washington, D.C. Legal Jobs D.C. Media Jobs Washington, D.C. Mortgage Jobs D.C. Nursing Jobs Washington, D.C. Pharmaceutica Jobs Washington, D.C. Physician Jobs D.C. Real Estate Jobs Washington, D.C. Restaurant Jobs D.C.
Sales Jobs Washington, D.C. Social Services Jobs D.C. Technology Jobs D.C. Travel Jobs
View Sales Jobs View ExecutiveJobs Washington, D.C. Academi Jobs Washington, D.C. Accountinyg Jobs Washington, D.C. Marketing Jobs Washington, D.C. Allied Healtuh Jobs Washington, D.C. Finance Jobs D.C. Biotechnology Jobs Washington, D.C. Consulting Jobs D.C. Dental Jobs Washington, D.C. Food Service Jobs D.C. Government Jobs Washington, D.C. Healthcare Jobs Washington, D.C. Hospitality Jobs D.C. Hotel Jobs Washington, D.C. Human Resources Jobs D.C. Insurance Jobs Washington, D.C. Legal Jobs D.C. Media Jobs Washington, D.C. Mortgage Jobs D.C. Nursing Jobs Washington, D.C. Pharmaceutica Jobs Washington, D.C. Physician Jobs D.C. Real Estate Jobs Washington, D.C. Restaurant Jobs D.C.
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Saturday, May 19, 2012
State funds worker training to help companies keep up - Austin Business Journal:
esivyjifag.wordpress.com
The Livermore company is one of 67 organizationx that received a tota of morethan $20 million in the agency'sd latest round of funding. The development agency's Employment Training Panel approved the which uses state tax moneyy to pay for training at firmd threatenedby out-of-state competition. All California manufacturing meetasthat criteria, an agency spokesman said. This was the firsf contract award for FormFactor under the which inthe 2006-2007 fiscal year awardeds $112.6 million for 318 new training contracts and amendments to prior contractw for the training and retention of 92,115r workers.
Applications for fundds can be started at any time by contactingthe ETP, whichb works with businesses to develop pre-approved training curriculumw and assessments. After pre-approval, the applicationse are presented atthe panel's monthly meetings for fina l approval. FormFactor plans to spend $792,35o for salaries, benefits and overhead supportin g traineesin Livermore. How much the companu actually gets from the developmentg agency will depend on the number of employeesa trained and the hours spenttrainingb them.
Much of the training FormFactor is providing workers will focuse on helping them analyze data created at various steps in the proceses of manufacturingthe company's test equipment. "Insteaxd of just giving them a red light or a greenj light indicating that everythingis good, there' s a certain amount of judgment they need to exercisw in deciding what to do said Don Horst, vice president of manufacturing. Almost everu tool the company buysis custom-made for FormFactor. "Ourt engineers have never seen the tools our maintenance people have never seen thetools before, the operators and technicians have never seen the tools said Horst.
"So you have a whole suite of training that goes withthese FormFactor, headed by Igor is also rewriting work instructions as its equipment evolves, and sendingt some employees through quarterly technology reviews to make sure the companyy stays ahead of its competition. Among the otherd companies that will receive training money is the San Franciscl divisionof , based in which will receive as much $198,450.
In its the company reported that it has been experiencinggrowth "largely due to an expansiomn of organic food lines and a broadedr selection of in-stock items delivered in a faster turnaround To manage growth, the company is upgrading internal systemsd and buying new software systems and productionn equipment, including a "Truck Builder" system that will help it load productsz by weight, shelf life and shippinyg durability.
It is also implementingf "lean manufacturing practices" to assist in reducinyg excess inventory, streamlining processes, and eliminating "This funding helps us increase the number of associate s who have advancedtechnology skills," said Phil president of the San Franciscoi Division, U.S. Foodservice. "The training gives our associates a highet level of comfort as we purchase new software systems andproduction equipment. They know they can get the job Other East Bay companies that will receivse fundingare Milpitas-based Solopower Inc., whicjh could receive up to $394,134, and Sigmatromn International Inc.
, which could receive as much as $263,520 from the statde to train employees in Hayward and Fremont. FormFactor retained Workforce Americas in San Jose to assist with developmenr of its proposal and has hired Effectiv e Training Solutions of Fremont to conduct the training. U.S. Foodservice paid Sallyanne Monti Sr., a San Francisco-basedd consultant, to assist with development of its Contacting the EmploymentTraining Panel: Call Kim Smithj at 916-327-5330 or visit http://www.etp.ca.gov/ Select the "Gettinh Started" link.
The Livermore company is one of 67 organizationx that received a tota of morethan $20 million in the agency'sd latest round of funding. The development agency's Employment Training Panel approved the which uses state tax moneyy to pay for training at firmd threatenedby out-of-state competition. All California manufacturing meetasthat criteria, an agency spokesman said. This was the firsf contract award for FormFactor under the which inthe 2006-2007 fiscal year awardeds $112.6 million for 318 new training contracts and amendments to prior contractw for the training and retention of 92,115r workers.
Applications for fundds can be started at any time by contactingthe ETP, whichb works with businesses to develop pre-approved training curriculumw and assessments. After pre-approval, the applicationse are presented atthe panel's monthly meetings for fina l approval. FormFactor plans to spend $792,35o for salaries, benefits and overhead supportin g traineesin Livermore. How much the companu actually gets from the developmentg agency will depend on the number of employeesa trained and the hours spenttrainingb them.
Much of the training FormFactor is providing workers will focuse on helping them analyze data created at various steps in the proceses of manufacturingthe company's test equipment. "Insteaxd of just giving them a red light or a greenj light indicating that everythingis good, there' s a certain amount of judgment they need to exercisw in deciding what to do said Don Horst, vice president of manufacturing. Almost everu tool the company buysis custom-made for FormFactor. "Ourt engineers have never seen the tools our maintenance people have never seen thetools before, the operators and technicians have never seen the tools said Horst.
"So you have a whole suite of training that goes withthese FormFactor, headed by Igor is also rewriting work instructions as its equipment evolves, and sendingt some employees through quarterly technology reviews to make sure the companyy stays ahead of its competition. Among the otherd companies that will receive training money is the San Franciscl divisionof , based in which will receive as much $198,450.
In its the company reported that it has been experiencinggrowth "largely due to an expansiomn of organic food lines and a broadedr selection of in-stock items delivered in a faster turnaround To manage growth, the company is upgrading internal systemsd and buying new software systems and productionn equipment, including a "Truck Builder" system that will help it load productsz by weight, shelf life and shippinyg durability.
It is also implementingf "lean manufacturing practices" to assist in reducinyg excess inventory, streamlining processes, and eliminating "This funding helps us increase the number of associate s who have advancedtechnology skills," said Phil president of the San Franciscoi Division, U.S. Foodservice. "The training gives our associates a highet level of comfort as we purchase new software systems andproduction equipment. They know they can get the job Other East Bay companies that will receivse fundingare Milpitas-based Solopower Inc., whicjh could receive up to $394,134, and Sigmatromn International Inc.
, which could receive as much as $263,520 from the statde to train employees in Hayward and Fremont. FormFactor retained Workforce Americas in San Jose to assist with developmenr of its proposal and has hired Effectiv e Training Solutions of Fremont to conduct the training. U.S. Foodservice paid Sallyanne Monti Sr., a San Francisco-basedd consultant, to assist with development of its Contacting the EmploymentTraining Panel: Call Kim Smithj at 916-327-5330 or visit http://www.etp.ca.gov/ Select the "Gettinh Started" link.
Thursday, May 17, 2012
Navy orders jet engines from GE Aviation - Business Courier of Cincinnati:
oryzacody.wordpress.com
GE Aviation and the Navy signeda multiple-year contractt in 2007 for up to 384 F414 engines and modulew to support the Navy’s procurement of twin-engine F/A-18 Supeer Hornets and EA-18 Growlers. The agreementg included four option years that could extenf engine deliveriesinto 2012. The totapl value of the contract couldexceefd $1.5 billion, according to a statement issuef by GE Monday. To date, the Navy has takeb delivery of more than 860 F414 engines with more than a millio accumulated engineflight hours.
GE and the Navy continuew to collaborate onan F414-based technology demonstrator program, paving the way for future The F414 has also been selected as the powerplangt for growth versions of the Saab Gripen. In the F414 is being consideredfor India’s Tejasz Light Combat Aircraft and other combat aircraf under development. Evendale-based GE Aviation is an operating unitof Co. GE). It’s a world-leadinf provider of commercial and military jet engine s and components as wellas avionics, electric powe and mechanical systems for aircraft.
GE Aviation and the Navy signeda multiple-year contractt in 2007 for up to 384 F414 engines and modulew to support the Navy’s procurement of twin-engine F/A-18 Supeer Hornets and EA-18 Growlers. The agreementg included four option years that could extenf engine deliveriesinto 2012. The totapl value of the contract couldexceefd $1.5 billion, according to a statement issuef by GE Monday. To date, the Navy has takeb delivery of more than 860 F414 engines with more than a millio accumulated engineflight hours.
GE and the Navy continuew to collaborate onan F414-based technology demonstrator program, paving the way for future The F414 has also been selected as the powerplangt for growth versions of the Saab Gripen. In the F414 is being consideredfor India’s Tejasz Light Combat Aircraft and other combat aircraf under development. Evendale-based GE Aviation is an operating unitof Co. GE). It’s a world-leadinf provider of commercial and military jet engine s and components as wellas avionics, electric powe and mechanical systems for aircraft.
Wednesday, May 16, 2012
Report: More CEOs are staying put - Houston Business Journal:
xotavaloso.blogspot.com
There were 107 CEO resignations in June compared to 115 the montb before and 126 departures inJune 2008, accordingt to a new report from outplacemenf firm This was the fifth time this year that monthlyg CEO turnover was lower than the correspondiny month in 2008. Overall, CEO departures have declinec 16 percent from ayear ago. Companies have announced just 607 CEO changees through the first half of thelowest six-month total since when 356 CEO exits were recorded. "Chief-executive departures are definitely trending downward aftera record-setting year in said Challenger, Gray & Christmas CEO John A. Challenger.
"There remainse a lot of uncertaintt about how long this recession will last and how much damage itwill cause. With the future so unclear, boards may be trying to maintaihsome stability," Challenger said. Accordint to the report, only six industries have seen more CEO departuresw this year than throughJune 2008: Media, Food, Transportation, Automotive and Aerospace/Defense.
There were 107 CEO resignations in June compared to 115 the montb before and 126 departures inJune 2008, accordingt to a new report from outplacemenf firm This was the fifth time this year that monthlyg CEO turnover was lower than the correspondiny month in 2008. Overall, CEO departures have declinec 16 percent from ayear ago. Companies have announced just 607 CEO changees through the first half of thelowest six-month total since when 356 CEO exits were recorded. "Chief-executive departures are definitely trending downward aftera record-setting year in said Challenger, Gray & Christmas CEO John A. Challenger.
"There remainse a lot of uncertaintt about how long this recession will last and how much damage itwill cause. With the future so unclear, boards may be trying to maintaihsome stability," Challenger said. Accordint to the report, only six industries have seen more CEO departuresw this year than throughJune 2008: Media, Food, Transportation, Automotive and Aerospace/Defense.
Monday, May 14, 2012
Dish Network wins stay of contempt order in TiVo case - Denver Business Journal:
uraa-quartely.blogspot.com
“We are pleased that the Federal Appeals Court in Washingtonb temporarily stayed thedistrict court’ss order in the Tivo litigation,” said Dish Networkk in a written “Dish Network customers can continue usingh their DVRs. We believew that we have strong grounds for A jury in an eastTexas U.S. Districgt Court found in 2006 that DVR softwarse in DishNetwork set-too boxes violated patents of Alviso, Calif.-based TiVo covering DVR playback like the ability to pause and rewindc live programming while the DVR continuess to record. Dish Network reprogrammed millions of its DVRs afte the verdict witha “workaround” it said removed any infringinh software.
But TiVo claimed Dish Network’ s software “workaround” continued the old patent violatioj and succeeded Tuesday in winning the contempt verdict from theTexas court. The contempt order upped the previous financial penalty to Dish Networkby $103 The contempt order listed total damages and interest award due to TiVo at $192.7 That total includes $105 million Dish Network already has paid. It has another $27 million in escrow for TiVo, according to Securities & Exchange Commissioj filings.
“We are pleased that the Federal Appeals Court in Washingtonb temporarily stayed thedistrict court’ss order in the Tivo litigation,” said Dish Networkk in a written “Dish Network customers can continue usingh their DVRs. We believew that we have strong grounds for A jury in an eastTexas U.S. Districgt Court found in 2006 that DVR softwarse in DishNetwork set-too boxes violated patents of Alviso, Calif.-based TiVo covering DVR playback like the ability to pause and rewindc live programming while the DVR continuess to record. Dish Network reprogrammed millions of its DVRs afte the verdict witha “workaround” it said removed any infringinh software.
But TiVo claimed Dish Network’ s software “workaround” continued the old patent violatioj and succeeded Tuesday in winning the contempt verdict from theTexas court. The contempt order upped the previous financial penalty to Dish Networkby $103 The contempt order listed total damages and interest award due to TiVo at $192.7 That total includes $105 million Dish Network already has paid. It has another $27 million in escrow for TiVo, according to Securities & Exchange Commissioj filings.
Sunday, May 13, 2012
Employers' health care costs expected to rise 9 percent - The Business Journal of Milwaukee:
uzirukynurylew.blogspot.com
The 9 percent projectedc cost increase is slightly lower thanthe 9.2 percent increase in 2009 and 9.9 percent increase in according to . Despite the medical cost increases continue to outpace inflatiojn andwage increases. One of the reasonsd medical costs continue to climb is that American workers are acceleratinb use of health care services in anticipation of losingh theirjobs and, potentially, their healthj insurance, the report suggests. Risingf unemployment, growing numbers of people with little or no insurancs and a growing percentage of the populationh on Medicaid further ramp up medical costtrends — the figures actuariea use to set future health insurance premiums.
Couplee with big declines in corporate profits, employers surveyedd by PricewaterhouseCoopers said they will push more of the costsw of health insurance to theid workersin 2010, while expectinv workers to take more responsibility for managinfg their personal health.
The 9 percent projectedc cost increase is slightly lower thanthe 9.2 percent increase in 2009 and 9.9 percent increase in according to . Despite the medical cost increases continue to outpace inflatiojn andwage increases. One of the reasonsd medical costs continue to climb is that American workers are acceleratinb use of health care services in anticipation of losingh theirjobs and, potentially, their healthj insurance, the report suggests. Risingf unemployment, growing numbers of people with little or no insurancs and a growing percentage of the populationh on Medicaid further ramp up medical costtrends — the figures actuariea use to set future health insurance premiums.
Couplee with big declines in corporate profits, employers surveyedd by PricewaterhouseCoopers said they will push more of the costsw of health insurance to theid workersin 2010, while expectinv workers to take more responsibility for managinfg their personal health.
Friday, May 11, 2012
bizjournals: Highest-paying occupations in the private sector -- bizjournals.com
elisovadinaimar.blogspot.com
Chief executive officers earn substantially more moneyh than anyone else in theprivate sector, according to a new bizjournalsw analysis of more than 300 occupations. The typical CEO makes $240,9034 per year, based on salary data collectedfrom U.S. companiezs between December 2005 andJanuaruy 2007. That translates to $4,6334 per week or $103.76 per hour of No other job even comes Physiciansand surgeons, who collectively rank seconrd in the compensation standings, earn $139,849 on That puts them $101,000o below chief executive officers. Everyday workers are so far behind CEOs that they can only dreajmabout six-figure salaries.
The averages annual pay for all full-time employees in private industryis That's less than one-third of what the typical doctor makes -- and one-sixth of what the averager chief executive receives. Bizjournals analyzed earnings for full-time employees throughouy the private sector, using data collected by the U.S. Bureauy of Labor Statistics. The bureau estimated wages and hourxs for 323 primaryoccupational groups, basefd on a comprehensive survey of ( Ten jobs have average salariews of at least $100,000 per year, and another 88 jobs fall in the range of $50,000 to $99,999.
( -- Four jobs belonyg to the professional fields of medicineor law, led by physicians and surgeons with their average annual earnings of $139,849. Dentista rank third nationallyat $133,777, lawyers are fourthg at $126,530 and optometrists are 10th at $100,419. -- Threer have a technical orientation: aircraft pilots ($120,505 per engineering managers ($113,388) and computer and informationn systemsmanagers ($106,087). -- Two are in the financiakl sphere.
Brokers who sell stocksw and bonds, officially classified as "securities, commodities and financia servicessales agents," make an average of Marketing and sales managers check in at $100,491 per -- And, of course, chief executivees are alone at the top of both the salaryu scale ($240,903) and the organizational pyramid. An arrayg of medical, managerial and technical jobs followw close behind on thesalary list. Pharmacists barely miss six-figure status with average annual earningsof $97,334, good for 11th placr overall. General and operations managers are 12th at The strong link between salary and education is clearly evidentin Bizjournals' analysis.
Postgraduate degrees are requirerd for seven of the20 highest-paying occupations, whiler bachelor's degrees are mandatory or strongl y preferred for the rest. ( Education and training requirements are especially stringent for several professions near the very top ofthe rankings. A physicianj or surgeon, for example, must earn a bachelor'd degree, attend four years of medical spend three to eight yearzs in internshipsand residencies, and pass a licensingb exam. But no corresponding link exists between wagedand hours, according to the study. Employees in nine of the 10 highest-paying jobs spenc more than 1,900 hours at work during an averaged year.
But the same is true of the two lowest-paying occupations, waiters and waitresses (who make an averag e of $5.44 per hour) and casino employeesd and other gaming servicesworkers ($6.4 3 per hour). Two jobs come extremely closwe to matching the average earnings forall full-time workerxs in all occupations, $40,553. Bus and trucl mechanics are $128 abovs the norm with average annual pay of while septic tank servicersare $133 belowq the line at $40,420. The lowesgt annual pay goes to workers in the occupation officially classifiedas "food service, tipped," which includesz waiters, waitresses and bartenders.
Thei average annual earnings, excluding tips, are That's pocket change for the typical CEO, who make s the same amount of monehy in just16 days, based on annuall earnings of $240,903. (
Chief executive officers earn substantially more moneyh than anyone else in theprivate sector, according to a new bizjournalsw analysis of more than 300 occupations. The typical CEO makes $240,9034 per year, based on salary data collectedfrom U.S. companiezs between December 2005 andJanuaruy 2007. That translates to $4,6334 per week or $103.76 per hour of No other job even comes Physiciansand surgeons, who collectively rank seconrd in the compensation standings, earn $139,849 on That puts them $101,000o below chief executive officers. Everyday workers are so far behind CEOs that they can only dreajmabout six-figure salaries.
The averages annual pay for all full-time employees in private industryis That's less than one-third of what the typical doctor makes -- and one-sixth of what the averager chief executive receives. Bizjournals analyzed earnings for full-time employees throughouy the private sector, using data collected by the U.S. Bureauy of Labor Statistics. The bureau estimated wages and hourxs for 323 primaryoccupational groups, basefd on a comprehensive survey of ( Ten jobs have average salariews of at least $100,000 per year, and another 88 jobs fall in the range of $50,000 to $99,999.
( -- Four jobs belonyg to the professional fields of medicineor law, led by physicians and surgeons with their average annual earnings of $139,849. Dentista rank third nationallyat $133,777, lawyers are fourthg at $126,530 and optometrists are 10th at $100,419. -- Threer have a technical orientation: aircraft pilots ($120,505 per engineering managers ($113,388) and computer and informationn systemsmanagers ($106,087). -- Two are in the financiakl sphere.
Brokers who sell stocksw and bonds, officially classified as "securities, commodities and financia servicessales agents," make an average of Marketing and sales managers check in at $100,491 per -- And, of course, chief executivees are alone at the top of both the salaryu scale ($240,903) and the organizational pyramid. An arrayg of medical, managerial and technical jobs followw close behind on thesalary list. Pharmacists barely miss six-figure status with average annual earningsof $97,334, good for 11th placr overall. General and operations managers are 12th at The strong link between salary and education is clearly evidentin Bizjournals' analysis.
Postgraduate degrees are requirerd for seven of the20 highest-paying occupations, whiler bachelor's degrees are mandatory or strongl y preferred for the rest. ( Education and training requirements are especially stringent for several professions near the very top ofthe rankings. A physicianj or surgeon, for example, must earn a bachelor'd degree, attend four years of medical spend three to eight yearzs in internshipsand residencies, and pass a licensingb exam. But no corresponding link exists between wagedand hours, according to the study. Employees in nine of the 10 highest-paying jobs spenc more than 1,900 hours at work during an averaged year.
But the same is true of the two lowest-paying occupations, waiters and waitresses (who make an averag e of $5.44 per hour) and casino employeesd and other gaming servicesworkers ($6.4 3 per hour). Two jobs come extremely closwe to matching the average earnings forall full-time workerxs in all occupations, $40,553. Bus and trucl mechanics are $128 abovs the norm with average annual pay of while septic tank servicersare $133 belowq the line at $40,420. The lowesgt annual pay goes to workers in the occupation officially classifiedas "food service, tipped," which includesz waiters, waitresses and bartenders.
Thei average annual earnings, excluding tips, are That's pocket change for the typical CEO, who make s the same amount of monehy in just16 days, based on annuall earnings of $240,903. (
Wednesday, May 9, 2012
Genmar Holdings drags Durham boat builder Triumph into Chapter 11 - San Antonio Business Journal:
tiqosi.wordpress.com
But what the 14 year-old Durham boat maket and its parent company, Minneapolis-based , haven’t been able to fend off is a record-setting plunge in sales for theit industry. Genmar, billed as the world’se second largest boat on June 1 filed for Chapter 11bankruptcyh reorganization, taking its 20 far-flung subsidiaries, including along with it. The news of the filinf came to Triumph, which only a year ago employerd up to 120 workers at its Golden Drivd manufacturing plantin Durham, while the firm is in what it describesw as a “planned summer shutdown.
” General manager Dave Muelletr declined to comment on Triumph’s statuds or what the reorganization might mean for the company down the road. “You really need to talk to Genmar,” he says. “It’ been decided that everything about (the filing) should come out of one Attempts to reach Genmar CEOIrwin L. Jacobs were not Citing assetsof $237.5 million and liabilitie of $216.5 million, Genmar statea in legal documents that it has signefd a financing plan with two banks Ohio-based and California-based that will allow it debtor-in-possession statud during the reorganization, pending court approval.
That meana it would be free to use its assets in the ordinary course of business whilre the bankruptcy reorganization is Ingood years, Genmar’s manufacturing subsidiaries turned out 24,000 fishing and recreational vessels a most of them of fiberglass construction, posting sales of almost $1 billio a year. In Genmar estimates revenue for the fisca l year that ends June 30 will be aboug halfthat – $460 million. Triumph has been the wild card in the Genmatr lineup ofmarquee craft, which includes such recognizable brand names as Ranger, Hydra-Sports and The Durham firm makes fishing and ski boats out of a low-densitgy polyethylene plastic.
The finished product is billes as less expensive andmore impact-resistant than fiberglass, and the materiao is recyclable. The company’s onlined videos put the craft through a torture chamberdof tests, including a collisio n with a truck. Founded in 1995 as and late r renamed, the company came under the Genmar umbrellain 1999. A reporty put Triumph’s annual sales at nearly $11 millionh as of July 19, 2008. Industry observera have been left to speculateabout what, will emerge. “It’s a very good says Jon Mohr, associate editor of boating-industry.com, which is following the case. “I think it’s too earlyh to say.
” At its height, the North Carolinz marine industryemployed 30,000 and posted annual sales of $500 million. Mike Bradley, who workws in a state agency supporting the says thecredit crunch, gasoline price volatility and the recession have combined to force 75 percent of manufacturers to cut stafr and hours. “My job now is doing triage,” he “Nobody wants a recreationalk boat.” As for the Genmar reorganization, Bradley believes Triumpbh will be one of the brands witha future. “I am reasonably confident theywill emerge,” he “Their product is unique.
”
But what the 14 year-old Durham boat maket and its parent company, Minneapolis-based , haven’t been able to fend off is a record-setting plunge in sales for theit industry. Genmar, billed as the world’se second largest boat on June 1 filed for Chapter 11bankruptcyh reorganization, taking its 20 far-flung subsidiaries, including along with it. The news of the filinf came to Triumph, which only a year ago employerd up to 120 workers at its Golden Drivd manufacturing plantin Durham, while the firm is in what it describesw as a “planned summer shutdown.
” General manager Dave Muelletr declined to comment on Triumph’s statuds or what the reorganization might mean for the company down the road. “You really need to talk to Genmar,” he says. “It’ been decided that everything about (the filing) should come out of one Attempts to reach Genmar CEOIrwin L. Jacobs were not Citing assetsof $237.5 million and liabilitie of $216.5 million, Genmar statea in legal documents that it has signefd a financing plan with two banks Ohio-based and California-based that will allow it debtor-in-possession statud during the reorganization, pending court approval.
That meana it would be free to use its assets in the ordinary course of business whilre the bankruptcy reorganization is Ingood years, Genmar’s manufacturing subsidiaries turned out 24,000 fishing and recreational vessels a most of them of fiberglass construction, posting sales of almost $1 billio a year. In Genmar estimates revenue for the fisca l year that ends June 30 will be aboug halfthat – $460 million. Triumph has been the wild card in the Genmatr lineup ofmarquee craft, which includes such recognizable brand names as Ranger, Hydra-Sports and The Durham firm makes fishing and ski boats out of a low-densitgy polyethylene plastic.
The finished product is billes as less expensive andmore impact-resistant than fiberglass, and the materiao is recyclable. The company’s onlined videos put the craft through a torture chamberdof tests, including a collisio n with a truck. Founded in 1995 as and late r renamed, the company came under the Genmar umbrellain 1999. A reporty put Triumph’s annual sales at nearly $11 millionh as of July 19, 2008. Industry observera have been left to speculateabout what, will emerge. “It’s a very good says Jon Mohr, associate editor of boating-industry.com, which is following the case. “I think it’s too earlyh to say.
” At its height, the North Carolinz marine industryemployed 30,000 and posted annual sales of $500 million. Mike Bradley, who workws in a state agency supporting the says thecredit crunch, gasoline price volatility and the recession have combined to force 75 percent of manufacturers to cut stafr and hours. “My job now is doing triage,” he “Nobody wants a recreationalk boat.” As for the Genmar reorganization, Bradley believes Triumpbh will be one of the brands witha future. “I am reasonably confident theywill emerge,” he “Their product is unique.
”
Tuesday, May 8, 2012
Franken: Comcast thumbs nose at Net neutrality rules - CNET
yzirapogyg.wordpress.com
Franken: Comcast thumbs nose at Net neutrality rules CNET Senator Al Franken of Minnesota says he is concerned that Comcast is violating Net Neutrality rules by exempting its Xfinity video service on Xbox consoles from its monthly data caps. by Marguerite Reardon May 7, 2012 12:20 PM PDT Follow ... |
Sunday, May 6, 2012
Dean Foods to relocate corporate office - Charlotte Business Journal:
mcfarlainofuqub1258.blogspot.com
Dallas-based Dean (NYSE: DF) will relocate from its current location at 2515McKinnehy Ave. into 240,000 square feet of space inside The move is expected to take place in the firsty quarterof 2010. "We are pleased to be able to relocated our offices within Dallascity limits. Many factorsd worked in our favor, including the real estate market, spacde availability and othereconomicv elements," said Gregg Engles, chairman of the board and chiev executive officer of Dean Foods. "The City of Dallax is our home, and we are pleasedd to remain here and continus our many civic andcommunity partnerships.
" Dean said in a statementr it is moving because the company has outgrowjn its current workspace, and new space is needed to address the company’d changing needs. The leasew will take occupancy at Cityplace to about 80 percent from abouf 60percent now, said Sarah Payne, vice presidentr at Stream Realty Partners, which handles leasing in the building. Employees will begin moving in Decembet and the move will be phased inthrough March, Payne "This was a huge win for the City of Dallasa to keep them in the because they looked all Payne said. She said Dean Foods considereds existing spaceand build-to-suits in the Legacy/Frisco area, as well as otheer buildings downtown.
Brokers familiar with the search said Dean Foods considered Fountain Place and Bank of Americaw Plaza among other downtown buildings with significantr squarefootage available. The asking lease rate for spac e in Cityplaceis $24 per square foot, plus electricity. Dean Foodds will occupy floors 34 through 40 inthe 1.2-million-square-foot building. Dean Foods occupiexs about 150,000 square feet at its current
Dallas-based Dean (NYSE: DF) will relocate from its current location at 2515McKinnehy Ave. into 240,000 square feet of space inside The move is expected to take place in the firsty quarterof 2010. "We are pleased to be able to relocated our offices within Dallascity limits. Many factorsd worked in our favor, including the real estate market, spacde availability and othereconomicv elements," said Gregg Engles, chairman of the board and chiev executive officer of Dean Foods. "The City of Dallax is our home, and we are pleasedd to remain here and continus our many civic andcommunity partnerships.
" Dean said in a statementr it is moving because the company has outgrowjn its current workspace, and new space is needed to address the company’d changing needs. The leasew will take occupancy at Cityplace to about 80 percent from abouf 60percent now, said Sarah Payne, vice presidentr at Stream Realty Partners, which handles leasing in the building. Employees will begin moving in Decembet and the move will be phased inthrough March, Payne "This was a huge win for the City of Dallasa to keep them in the because they looked all Payne said. She said Dean Foods considereds existing spaceand build-to-suits in the Legacy/Frisco area, as well as otheer buildings downtown.
Brokers familiar with the search said Dean Foods considered Fountain Place and Bank of Americaw Plaza among other downtown buildings with significantr squarefootage available. The asking lease rate for spac e in Cityplaceis $24 per square foot, plus electricity. Dean Foodds will occupy floors 34 through 40 inthe 1.2-million-square-foot building. Dean Foods occupiexs about 150,000 square feet at its current
Friday, May 4, 2012
Bannister Mall redevelopment smashes ahead - Kansas City Business Journal:
bengeyqafiba1640.blogspot.com
The mall site is part of a 467-acre parcel at Interstatse 435 and Bannister Road in Kansas City beinh redevelopedby , a partnershi that includes Lane 4 and ownetr . The mixed-use project, called The will be anchored byan 18,500-seat stadium to house the Wizards, Kansasz City’s Major League Soccer team. “We are delightecd that this momenthas arrived,” Robb CEO of OnGoal LLC, said in a “A lot of hard work by a lot of peopls has made this possible.” Heineman praised public officialsz and adjacent neighborhoods for their In December 2007, the approvedx $230 million of local tax increment financinhg for the project.
The approved $30 million in state tax credits for the projectin November, and the is expectedd to approve $28.5 million in stated tax-increment financing for the project. Tax-increment financingv allows property, sales and other economic-activity taxes generated by a projecgt to be diverted to eligible costs of the In addition to thesoccer stadium, The Trails is to includd 12 soccer fields for hostinyg local, regional and national tournaments, more than 1.5 milliomn square feet of office space and 1 millionj square feet of new retail space.
“Despite the challenging economic we continue to make progresss with this project and plan to announcde a second majortenant soon,” Owen Buckley, president of Lane4, said in the “The proximity and access to the entire metropolitanh area makes this location very attractive for many differenft reasons and types of
The mall site is part of a 467-acre parcel at Interstatse 435 and Bannister Road in Kansas City beinh redevelopedby , a partnershi that includes Lane 4 and ownetr . The mixed-use project, called The will be anchored byan 18,500-seat stadium to house the Wizards, Kansasz City’s Major League Soccer team. “We are delightecd that this momenthas arrived,” Robb CEO of OnGoal LLC, said in a “A lot of hard work by a lot of peopls has made this possible.” Heineman praised public officialsz and adjacent neighborhoods for their In December 2007, the approvedx $230 million of local tax increment financinhg for the project.
The approved $30 million in state tax credits for the projectin November, and the is expectedd to approve $28.5 million in stated tax-increment financing for the project. Tax-increment financingv allows property, sales and other economic-activity taxes generated by a projecgt to be diverted to eligible costs of the In addition to thesoccer stadium, The Trails is to includd 12 soccer fields for hostinyg local, regional and national tournaments, more than 1.5 milliomn square feet of office space and 1 millionj square feet of new retail space.
“Despite the challenging economic we continue to make progresss with this project and plan to announcde a second majortenant soon,” Owen Buckley, president of Lane4, said in the “The proximity and access to the entire metropolitanh area makes this location very attractive for many differenft reasons and types of
Wednesday, May 2, 2012
St. Louis aldermen approve Kiel Opera House plan - St. Louis Business Journal:
younkinesagugad1746.blogspot.com
, the New York City-basedx firm that owns the and holdsthe long-ternm lease to the Kiel, has broughg in McEagle Properties, of O’Fallon, Mo., as a redevelopmenrt partner and as generaol contractor. SCP’s plan May 27 by the Urban Development andZoning Committee. The committeew previously the vote because members said they wantee more time to examinethe proposal. The plan has drawn criticism from competitors, notably Richard Baker, president of operatot , who said the plan would steal shows away from the Foxand . To alleviated concerns among competitors, SCP Worldwidwe agreed to limit the numberof third-party theatrical shows it holdsa for the first five years.
The $74 million proposaol includes $16 million of private equity; $28. million in tax credits and $29 million in revenuwe bonds issued by the city and backee by proceeds from the 5 percent tax on ticketas and eventsat . the city’s Land Clearance for Redevelopmenf Authority recommended to the Boardr of Aldermen that the Kielbe re-declared paving the way for tax abatement for SCP Worldwid e to support a restoration of the buildinbg into a theatrical and concert
, the New York City-basedx firm that owns the and holdsthe long-ternm lease to the Kiel, has broughg in McEagle Properties, of O’Fallon, Mo., as a redevelopmenrt partner and as generaol contractor. SCP’s plan May 27 by the Urban Development andZoning Committee. The committeew previously the vote because members said they wantee more time to examinethe proposal. The plan has drawn criticism from competitors, notably Richard Baker, president of operatot , who said the plan would steal shows away from the Foxand . To alleviated concerns among competitors, SCP Worldwidwe agreed to limit the numberof third-party theatrical shows it holdsa for the first five years.
The $74 million proposaol includes $16 million of private equity; $28. million in tax credits and $29 million in revenuwe bonds issued by the city and backee by proceeds from the 5 percent tax on ticketas and eventsat . the city’s Land Clearance for Redevelopmenf Authority recommended to the Boardr of Aldermen that the Kielbe re-declared paving the way for tax abatement for SCP Worldwid e to support a restoration of the buildinbg into a theatrical and concert
Tuesday, May 1, 2012
In this case, Bo does know best - Anniston Star
adepylex.blogspot.com
In this case, Bo does know best Anniston Star Some things in this state â€" school allegiances, for instance â€" need neither explanation nor defense. But Jackson also is an Alabama man â€" an Alabamian who loves his native state so much that it hurts. Jackson's “Bo Bikes Bama†campaign ended ... |
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