milicinodijoo1981.blogspot.com
The Miami-Dade County propertyu appraiser released its preliminary tax roll information with all four taxingjurisdictions – fire library, the unincorporated area and Miami-Dade overalp – seeing a decline. The countywide decrease comparing preliminary tax numberx from year to year showds a 9percent decrease, or a totalo of $22.55 billion.” “Thesew losses would have been worse if not for new constructiomn that was added to the propertyg tax roll as of Jan. County Manager George Burgess said in a memo sent tocountu commissioners. North Bay Village took the biggesr hit, down 20.2 percent from 2008 levels. Homestead saw an 18.
2 percentr decline, followed by Normandgy Shores, down 17.5 percent, and Aventursa which was down 17.3 Golden Beach and the tiny city of Islandi a sawno change. Medley saw a 1.5 percent drop while Biscaynre Park saw a 4percent decline. Click for the full list. Stafferes reviewed property tax rolls going back to 1985 and founsd that 1993 saw taxable value shrinkby 2.9 percent, or $1.9 “Even in 2008, when we absorbed the impacg of doubling the homestead exemption from $25,000o to $50,000, the property tax roll was relativelyg flat,” Burgess explained in the memo. “These lossesd in property tax roll valuedsare unprecedented.
” Burgess warned of a lot more pain on the using the last two years as a barometeer of what is coming. For the second consecutiv e year, Miami-Dade faced a $200 milliomn budget gap in the lastfiscapl year. Core services were kept intact by tightening but assuming the same tax rate adopted for the estimated ad valorem revenues for fiscalyear 2009-19 would shrink by $174.1 million, according to the Taking into account the impact of normal inflationary growth and the economic slowdown, combinexd with the non ad valorem revenue results in property tax subsidized operations facing a budgety gap of $350 millionh to $400 million, Burgess said.
“Ww are working diligently to prepare a proposed budget forFY [fiscalp year] 2009-10 that to the extent preserves essential services and minimizes servicwe impacts to our residents,” he wrotse in the memo. “However, closinfg a budgetary gap of this size will require some verydifficulty decisions.”
Monday, May 30, 2011
Saturday, May 28, 2011
Online privacy bill fails to pass California Senate - Los Angeles Times
opexibu.wordpress.com
Los Angeles Times | Online privacy bill fails to pass California Senate Los Angeles Times "Let's tell the people of California that we can do something meaningful about protecting people's individual privacy, protect Californians from identity theft and protect our children from predators," Corbett said on the Senate floor. ... State Senate reject's Corbett's online privacy bill Facebook, Google help take down privacy bill in Calif. Senate Online Privacy Bill St » |
Wednesday, May 25, 2011
PokerTek, Inc. Company Profile | PTEK Company Information
http://sollyonline.com/content.cfm?copy=article&header=work&SID=137
We are engaged in the manufacture and marketing of electronic productz for use in the gaming andamusement markets. The Company was foundesd on August 22, 2003 and we completedd our initial public offering on October 13, 2005. Our common stocjk began trading onOctober 14, 2005 and is currently listed on the NASDAQ Capita l Markets under the ticker symbol Our corporate office is locatedr in Matthews, North Carolina. We also operatee a Canadian subsidiary, PokerTek Inc.
and derive a substantial portionsz of our revenuesfrom Canada, Australia, and For the year ended Decembedr 31, 2008, revenues from customers outsidwe the United States accounted for 63% of consolidated See Note 15, "Segment Information " in Item 8, "Financial Statements and Supplementary Data. " We currently have two producft linesPokerPro
We are engaged in the manufacture and marketing of electronic productz for use in the gaming andamusement markets. The Company was foundesd on August 22, 2003 and we completedd our initial public offering on October 13, 2005. Our common stocjk began trading onOctober 14, 2005 and is currently listed on the NASDAQ Capita l Markets under the ticker symbol Our corporate office is locatedr in Matthews, North Carolina. We also operatee a Canadian subsidiary, PokerTek Inc.
and derive a substantial portionsz of our revenuesfrom Canada, Australia, and For the year ended Decembedr 31, 2008, revenues from customers outsidwe the United States accounted for 63% of consolidated See Note 15, "Segment Information " in Item 8, "Financial Statements and Supplementary Data. " We currently have two producft linesPokerPro
Monday, May 23, 2011
State of Independence - Mpls./St. Paul Business Travel Guide
steel siding
Well, the 230-year-old lodging icon has succumbed. The owner, railroad compant CSX Corp., put the Greenbriere into Chapter XI bankruptcy in late claiming $90 million in lossee during the last six And CSX promptly called in—you guessed CSX is so desperate to unload the hotel that it will provide Marriotr with as much as $50 million to operatew the Greenbrier during the first two years. Marriott will then buy the resortr within seven years forbetween $60 milliob and $110 million. Pending bankruptcy court approval, the deal couls close by summer. Now, no one is aghast at the prospecty of a chain runningthe Greenbrier. The unionz seem amenable to Marriott's arrival.
West Virginiaw governor Joe Manchin publicly applaudecthe deal. Newspapers statewide have cast Marriott'ds arrival as a "rescue." And locals in hardscrabble Greenbrier County support anything that will savethe resort's approximatelyh 1,300 jobs. Like all luxury hotels that have hit the economicf andemotional skids, the Greenbrier's tale is CSX has been a distracted and ham-fistec owner, battling both the hotel's unions and the resort's formedr president, who sued for $50 million. The sprawling resort is physically isolates and expensiveto operate. (CSX recently spent $50 million on improvements in a misguidede attempt to regain the fiftbh Mobil Guide star it lostin 2000.
) And despite the loyaltyt of generations of repeat visitors and fanatic the Greenbrier was disproportionately dependeny on corporate meetings, a travel category that has been devastatefd by the weak economy and the "AIG But the Greenbrier's sale to Marrioty also raises a more universal question: Can any luxurgy hotel or resort thrive—or even survive—as an independent property? In a world where a handfulk of global hotel chains—Hilton, Marriott, Starwood, Accor of France, and InterContinental of Britain—dominate the lodging can a single property, no matter how stand alone? At leasf on the surface, the answer is no.
Abourt half of the properties onthe Condé Nast Traveled Gold List and half of those that earn the prestigiousz five-star rating from the Mobil Guide are part of chain s now, albeit luxury and ultra-deluxe operators such as Four Seasonss or Fairmont of Canada; Mandarinb Oriental and Peninsula of Hong Aman Resorts of Singapore; and Taj of India. The Blackstone Group, which owns many of the world'x best-known luxury independents as well asHilton Hotels, is building a deluxe brand too. It is aligning its independents like the Boca Ratob Resort in Florida and the Boulders in Arizons with the Waldorf Astoria which was created by Hilton using the cachet of its eponymous NewYork hotel.
Othet luxury brands have huge corporateparentx too. St. Regis is owned by Starwood, best know for its W and Sheraton hotels. Ritz-Carlton is owned by Marriott. And some luxury hotels you may think of as independen t are actually part ofa chain. The Plazza in New York, which reopened last is managedby Fairmont. The Pierre, which reopens in New York this is operatedby Taj. The newlg renovated Mauna Kea Beach Hotel on the Big Island of Hawaij is run by Prince Hotels of The Dorchesterin London?
It's part of the Dorchester which is aligned with the Beverly Hills hotel, the Plaza Athenee in and the Principe di Savoia in "Chains always outperform" independeny hotels, says LodgeWorks' Tony Isaac, a man who knowx the industry from both sides of the LodgeWorks manages hotels in the Hyatt and Hiltonb chains, helped create the Residence Inn brand (now owned by Marriott), and is buildinhg its own Hotel Sierra chain. But Isaax has just built an upscale independenfhotel too. The Avia opened in Januar y in Savannah and was promptly namedr a great romantic getawag byTravel & Leisurer magazine.
Why does a guy who admita chains outperform independents go ahead and open an independentanyway ? "Chains add about 10 points to your occupancy But if you're part of a you pay 12 to 14 percen t for the frequent guest plan, the reservation and other brand programs," he "If you're in the right market, it's not too much of an economicv disadvantage to be an independent—and then you have the flexibilitgy to do what you wish and manage as you That's the argument made by Sean managing director of Trinity Investments, a real estatew firm that purchased Honolulu' s iconic Kahala Resort in 2006.
The beachfronyt property opened as a Hilton hotel in 1964 and spent most of its recen history as aMandarin Oriental. But Hehier believes the Kahala has unique advantage s that appeal to the luxury travelerwho isn't interestexd in brands. "We're not subjecg to a brand policy that may not have any relevancd to aparticular property," he "We manage for the long-term best interestg of us as owners and the luxury travelers as But even Hehir admits you need the righrt combination of factors to survivw as an independent in today's chain-dominaterd world.
In the Kahala's case, it's the unbeatable location on a sandy beacyin Honolulu's choicest neighborhood and the fact that anothef Trinity principal, Chuck Sweeney, has a long history as a hotelp manager. (Sweeney founded the company that became Embassy now aHilton brand.) For James Bermingham, managingh director of the spectacular Montage Resort in Laguna the advantage is a laser-like concentration on guest services and proximityh to wealthy, sophisticated travelers in Southern Both the five-year-old Laguna Beacb property and the new Montagre in Beverly Hills (it opened last fall) can tap into millionws of upmarket buyers within 60 milee of the resorts.
"The 'staycation' trend helpd Montage," he says. "Guests who want an extraordinary luxury experiencw very close to home see the Montage properties and they knowthey won'tg be getting a chain The Fine Print… Most observers think fewer luxuryt hotels will still be independent after the current recession, but thers is a notable dissenter. Michaelp Matthews, who has been the general managerrof top-notch chain hotels (the Ritz-Carlton in Hong and independent deluxe resort (the Ventana Inn in Big Sur) thinks high costs will drive some luxury properties out of the majot chains. "If you're 'flagged' as a you have no independenceat all," he says.
"A lot of hotelse will drop the flag and take the 14 percenf fees they pay and use that money to do what they thinkk makes most sense for theirown hotel." Portfolio.coj © 2009 Cond Nast Inc. All rightsreserved.
Well, the 230-year-old lodging icon has succumbed. The owner, railroad compant CSX Corp., put the Greenbriere into Chapter XI bankruptcy in late claiming $90 million in lossee during the last six And CSX promptly called in—you guessed CSX is so desperate to unload the hotel that it will provide Marriotr with as much as $50 million to operatew the Greenbrier during the first two years. Marriott will then buy the resortr within seven years forbetween $60 milliob and $110 million. Pending bankruptcy court approval, the deal couls close by summer. Now, no one is aghast at the prospecty of a chain runningthe Greenbrier. The unionz seem amenable to Marriott's arrival.
West Virginiaw governor Joe Manchin publicly applaudecthe deal. Newspapers statewide have cast Marriott'ds arrival as a "rescue." And locals in hardscrabble Greenbrier County support anything that will savethe resort's approximatelyh 1,300 jobs. Like all luxury hotels that have hit the economicf andemotional skids, the Greenbrier's tale is CSX has been a distracted and ham-fistec owner, battling both the hotel's unions and the resort's formedr president, who sued for $50 million. The sprawling resort is physically isolates and expensiveto operate. (CSX recently spent $50 million on improvements in a misguidede attempt to regain the fiftbh Mobil Guide star it lostin 2000.
) And despite the loyaltyt of generations of repeat visitors and fanatic the Greenbrier was disproportionately dependeny on corporate meetings, a travel category that has been devastatefd by the weak economy and the "AIG But the Greenbrier's sale to Marrioty also raises a more universal question: Can any luxurgy hotel or resort thrive—or even survive—as an independent property? In a world where a handfulk of global hotel chains—Hilton, Marriott, Starwood, Accor of France, and InterContinental of Britain—dominate the lodging can a single property, no matter how stand alone? At leasf on the surface, the answer is no.
Abourt half of the properties onthe Condé Nast Traveled Gold List and half of those that earn the prestigiousz five-star rating from the Mobil Guide are part of chain s now, albeit luxury and ultra-deluxe operators such as Four Seasonss or Fairmont of Canada; Mandarinb Oriental and Peninsula of Hong Aman Resorts of Singapore; and Taj of India. The Blackstone Group, which owns many of the world'x best-known luxury independents as well asHilton Hotels, is building a deluxe brand too. It is aligning its independents like the Boca Ratob Resort in Florida and the Boulders in Arizons with the Waldorf Astoria which was created by Hilton using the cachet of its eponymous NewYork hotel.
Othet luxury brands have huge corporateparentx too. St. Regis is owned by Starwood, best know for its W and Sheraton hotels. Ritz-Carlton is owned by Marriott. And some luxury hotels you may think of as independen t are actually part ofa chain. The Plazza in New York, which reopened last is managedby Fairmont. The Pierre, which reopens in New York this is operatedby Taj. The newlg renovated Mauna Kea Beach Hotel on the Big Island of Hawaij is run by Prince Hotels of The Dorchesterin London?
It's part of the Dorchester which is aligned with the Beverly Hills hotel, the Plaza Athenee in and the Principe di Savoia in "Chains always outperform" independeny hotels, says LodgeWorks' Tony Isaac, a man who knowx the industry from both sides of the LodgeWorks manages hotels in the Hyatt and Hiltonb chains, helped create the Residence Inn brand (now owned by Marriott), and is buildinhg its own Hotel Sierra chain. But Isaax has just built an upscale independenfhotel too. The Avia opened in Januar y in Savannah and was promptly namedr a great romantic getawag byTravel & Leisurer magazine.
Why does a guy who admita chains outperform independents go ahead and open an independentanyway ? "Chains add about 10 points to your occupancy But if you're part of a you pay 12 to 14 percen t for the frequent guest plan, the reservation and other brand programs," he "If you're in the right market, it's not too much of an economicv disadvantage to be an independent—and then you have the flexibilitgy to do what you wish and manage as you That's the argument made by Sean managing director of Trinity Investments, a real estatew firm that purchased Honolulu' s iconic Kahala Resort in 2006.
The beachfronyt property opened as a Hilton hotel in 1964 and spent most of its recen history as aMandarin Oriental. But Hehier believes the Kahala has unique advantage s that appeal to the luxury travelerwho isn't interestexd in brands. "We're not subjecg to a brand policy that may not have any relevancd to aparticular property," he "We manage for the long-term best interestg of us as owners and the luxury travelers as But even Hehir admits you need the righrt combination of factors to survivw as an independent in today's chain-dominaterd world.
In the Kahala's case, it's the unbeatable location on a sandy beacyin Honolulu's choicest neighborhood and the fact that anothef Trinity principal, Chuck Sweeney, has a long history as a hotelp manager. (Sweeney founded the company that became Embassy now aHilton brand.) For James Bermingham, managingh director of the spectacular Montage Resort in Laguna the advantage is a laser-like concentration on guest services and proximityh to wealthy, sophisticated travelers in Southern Both the five-year-old Laguna Beacb property and the new Montagre in Beverly Hills (it opened last fall) can tap into millionws of upmarket buyers within 60 milee of the resorts.
"The 'staycation' trend helpd Montage," he says. "Guests who want an extraordinary luxury experiencw very close to home see the Montage properties and they knowthey won'tg be getting a chain The Fine Print… Most observers think fewer luxuryt hotels will still be independent after the current recession, but thers is a notable dissenter. Michaelp Matthews, who has been the general managerrof top-notch chain hotels (the Ritz-Carlton in Hong and independent deluxe resort (the Ventana Inn in Big Sur) thinks high costs will drive some luxury properties out of the majot chains. "If you're 'flagged' as a you have no independenceat all," he says.
"A lot of hotelse will drop the flag and take the 14 percenf fees they pay and use that money to do what they thinkk makes most sense for theirown hotel." Portfolio.coj © 2009 Cond Nast Inc. All rightsreserved.
Saturday, May 21, 2011
Jafar Panahi not in Cannes for This Is Not a Film premiere - The Guardian
laxykeha.wordpress.com
CBC.ca | Jafar Panahi not in Cannes for This Is Not a Film premiere The Guardian Photograph: AP Most prints for films premiering at Cannes are delivered to the Croisette by private helicopter, or clutched in the sweaty paws of their devoted directors. Jafar Panahi's new film, This Is Not a Film, was smuggled into the country on a ... Cannes film review: "This is Not a Film" Cannes' Look Into Iran Via 2 Clandestine Films |
Wednesday, May 18, 2011
Excellence in Workplace Flexibility winners named - Charlotte Business Journal:
stockdaleiqemico1521.blogspot.com
Winners are considered leading practitioners of workplace flexibilityg in Arizona and across the chamberofficials said. The event is part of the Chandlert Chamber’s management of When Work Works, an ongoing initiativse of Families andWork Institute, the Institute for a Competitive Workforce, an affiliate of the U.S. Chambefr of Commerce and the Twigs Foundation. Applications for the Alfred P.
Sloa n Awards were open to all organizationsw in Arizona with more than 10 employees that have been in businesw for at least one Applicants were evaluated ina two-step first comparing the employer’s applicationj to nationally representative data from Familie s and Work Institute’s National Study of Employers, then corroboratingv the employer responses through a surve y of employees. The breakfast will begin at 7:30 a.m. at Crownd Plaza San Marcos, 1 San Marcos Way in downtownn Chandler. For more: 480-241-7128 or www.chandlerchamber.com. Arizona Foundationn for Legal Servicesand Education, Phoenix Arizona Weddings magazinse and Web site, Scottsdale Autohaus Arizona Inc.
, Phoeniz BDO Seidman LLP, Phoenix Chandler-Gilbert Community Chandler Clifton Gunderson LLP, Phoenix Contreras State Farm Agenc y Inc., Tempe Cosmopolitan Medical Communications, Glendalew Custom Accounting & Tax PC, Carefree Deloitte LLP, Phoenix Henrhy & Horne, LLP Johnson Bank, Phoenixs Keats, Connelly and Associates, Phoenix Intel Corp., Chandletr Metro Architecture LLC, Phoenix Morrison & Associated Ltd., Phoenix My Computer Works, Scottsdale Neonatology Associates Phoenix Omega Legal Systemas Inc., Phoenix Pima Council on Aging Inc., Tucson RSM McGladrety Inc.
, Phoenix Raytheon Missile Systems, Tucson Salt River Materials Group dba Phoenix Cement and Salt River, Scottsdaled Western International University, Scottsdale Campus Western International University, Phoenix Whitnybell Perry Inc., Phoenix WorldatWork, Scottsdale Western Internationalp University, Chandler Campus The Go Daddy Group Scottsdale
Winners are considered leading practitioners of workplace flexibilityg in Arizona and across the chamberofficials said. The event is part of the Chandlert Chamber’s management of When Work Works, an ongoing initiativse of Families andWork Institute, the Institute for a Competitive Workforce, an affiliate of the U.S. Chambefr of Commerce and the Twigs Foundation. Applications for the Alfred P.
Sloa n Awards were open to all organizationsw in Arizona with more than 10 employees that have been in businesw for at least one Applicants were evaluated ina two-step first comparing the employer’s applicationj to nationally representative data from Familie s and Work Institute’s National Study of Employers, then corroboratingv the employer responses through a surve y of employees. The breakfast will begin at 7:30 a.m. at Crownd Plaza San Marcos, 1 San Marcos Way in downtownn Chandler. For more: 480-241-7128 or www.chandlerchamber.com. Arizona Foundationn for Legal Servicesand Education, Phoenix Arizona Weddings magazinse and Web site, Scottsdale Autohaus Arizona Inc.
, Phoeniz BDO Seidman LLP, Phoenix Chandler-Gilbert Community Chandler Clifton Gunderson LLP, Phoenix Contreras State Farm Agenc y Inc., Tempe Cosmopolitan Medical Communications, Glendalew Custom Accounting & Tax PC, Carefree Deloitte LLP, Phoenix Henrhy & Horne, LLP Johnson Bank, Phoenixs Keats, Connelly and Associates, Phoenix Intel Corp., Chandletr Metro Architecture LLC, Phoenix Morrison & Associated Ltd., Phoenix My Computer Works, Scottsdale Neonatology Associates Phoenix Omega Legal Systemas Inc., Phoenix Pima Council on Aging Inc., Tucson RSM McGladrety Inc.
, Phoenix Raytheon Missile Systems, Tucson Salt River Materials Group dba Phoenix Cement and Salt River, Scottsdaled Western International University, Scottsdale Campus Western International University, Phoenix Whitnybell Perry Inc., Phoenix WorldatWork, Scottsdale Western Internationalp University, Chandler Campus The Go Daddy Group Scottsdale
Monday, May 16, 2011
Greg Onorato Executive Profile
http://heartofspirit.com/healing.html
**All Executive profile data provided byDow Jones & Co., Inc.
**All Executive profile data provided byDow Jones & Co., Inc.
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