Initial jobless claims fall in Louisiana BusinessWeek 25, 2010, the state reported 3411 initial claims. Those still looking for work and eligible for unemployment payments filed for an additional 43080 weeks of benefits last week. That's down from the comparable week of 2010 when the jobless filed for an ... |
Saturday, December 31, 2011
Initial jobless claims fall in Louisiana - BusinessWeek
shelly-polymer.blogspot.com
Thursday, December 29, 2011
Stocks: Economic reports awaited - CNNMoney
yfimuna.wordpress.com
Globe and Mail | Stocks: Economic reports awaited CNNMoney By CNNMoney staff @CNNMoneyMarkets December 29, 2011: 7:12 AM ET NEW YORK (CNNMoney) -- US stocks were poised to open slightly higher Thursday as investors await the remaining economic reports before the year end. The Dow Jones industrial average ... Stocks end mostly flat amid mixed ec onomic reports US Stock Futures Flat As Investors Await Economic Data Stock Market News for December 28, 2011 |
Tuesday, December 27, 2011
Akridge, ex-JPI East principals form new company - Nashville Business Journal:
lebexab.wordpress.com
The new company will be called , a nod to JPI’sd brand name for its apartments, such as Jefferson at Capitolp Yards. Three years ago, even beforer the real estate crisis and natural attrition virtually dismantledJPI East, the East Coastr division of Dallas-based , Butz and Lamb negotiatedr an agreement giving them the right to buy JPI East and the Jeffersom name. All they needed was an investment partner to fund the In mid-December at Belga, Butz and Lamb met with Akridge’d president, Matt Klein, a business acquaintance they have known for more than 10 yeara and often called on when doing due diligencre for acquisition opportunities.
Over Belgian seafood, the trio discusse Butz’s and Lamb’s vision of the perfect investmenr partner. “We talked to high net-worth familiea and Wall Streetinvestment houses, but we wanted the rightt cultural fit,” said Butz, JPI East’s former president. “Wde looked at how they treat people and customeras and their reputation for respect and integrity and giviny back tothe community.” With they ran through the pros and cons of each potentiak partner. The three met again in February, this time at Cesco, an Italianj eatery in Bethesda.
Klein had been doinv some thinking: “Why don’t we just do this It was Klein’s Dick Cheney moment — he had evaluated all the candidatews and decided he was thebest option. “Minus the face-shooting,” Kleibn insists. “You want to do business with people you he said. “Our team was watching them set up this new and it seemed like we were anotherf option that should be on the An undisclosed number of Akridgew principals are taking a stake in JeffersonApartmenr Group. Klein would not reveal how larg a stakethat is, saying only that “Jimn and Greg are the managing partners.
” When the two men were formin g their plan three years ago, JPI East had peaked at 380 including property management and construction crews. Throughoug the fall and winter, as the company sold off its propertgy management divisionto Charleston, S.C.-basedf LLC, completed construction projects and laid off JPI shrank to its current 22 office JPI Multifamily still has $2 billion worth of propert in its portfolio, backed by . Butz and Lamb continuwe to hold a partnership stakein JPI’s holdings, including all the East Coasyt multifamily properties acquired or developed by JPI East underd their leadership.
Three of those properties are new apartmenrt buildingsnear Akridge’s planned Half Streetf project, which includes 280 residential 370,000 square feet of office space and 50,000 square feet of retail in the ballpark JPI (and Butz and Lamb) own Jefferson at Capitol Yards, Axiom at Capitol Yards and 909 at Capitol Yards. Akridgd will not have a stake in those properties. With shrinking new supply, fewer competitord and a lending environment that favors multifamilt assets over most any otherasseyt class, Akridge and the new Jefferson Apartmentf Group feel bullish on the region’s apartmenft market and on the ballpark district in Southeast When the capita l markets shake loose, the company hopes to raise an investmen t fund for multifamily investments or lure in an institutional partnetr like JPI’s GE..
Even without an investment partneer on call for any opportunities the newcompangy identifies, Jefferson Apartment Group is alread targeting five properties — with active offerz on the table — in D.C., Philadelphia and Boston, and it is in the earl stages of planning and zoning new developments in Fairfac County and Philadelphia.
The new company will be called , a nod to JPI’sd brand name for its apartments, such as Jefferson at Capitolp Yards. Three years ago, even beforer the real estate crisis and natural attrition virtually dismantledJPI East, the East Coastr division of Dallas-based , Butz and Lamb negotiatedr an agreement giving them the right to buy JPI East and the Jeffersom name. All they needed was an investment partner to fund the In mid-December at Belga, Butz and Lamb met with Akridge’d president, Matt Klein, a business acquaintance they have known for more than 10 yeara and often called on when doing due diligencre for acquisition opportunities.
Over Belgian seafood, the trio discusse Butz’s and Lamb’s vision of the perfect investmenr partner. “We talked to high net-worth familiea and Wall Streetinvestment houses, but we wanted the rightt cultural fit,” said Butz, JPI East’s former president. “Wde looked at how they treat people and customeras and their reputation for respect and integrity and giviny back tothe community.” With they ran through the pros and cons of each potentiak partner. The three met again in February, this time at Cesco, an Italianj eatery in Bethesda.
Klein had been doinv some thinking: “Why don’t we just do this It was Klein’s Dick Cheney moment — he had evaluated all the candidatews and decided he was thebest option. “Minus the face-shooting,” Kleibn insists. “You want to do business with people you he said. “Our team was watching them set up this new and it seemed like we were anotherf option that should be on the An undisclosed number of Akridgew principals are taking a stake in JeffersonApartmenr Group. Klein would not reveal how larg a stakethat is, saying only that “Jimn and Greg are the managing partners.
” When the two men were formin g their plan three years ago, JPI East had peaked at 380 including property management and construction crews. Throughoug the fall and winter, as the company sold off its propertgy management divisionto Charleston, S.C.-basedf LLC, completed construction projects and laid off JPI shrank to its current 22 office JPI Multifamily still has $2 billion worth of propert in its portfolio, backed by . Butz and Lamb continuwe to hold a partnership stakein JPI’s holdings, including all the East Coasyt multifamily properties acquired or developed by JPI East underd their leadership.
Three of those properties are new apartmenrt buildingsnear Akridge’s planned Half Streetf project, which includes 280 residential 370,000 square feet of office space and 50,000 square feet of retail in the ballpark JPI (and Butz and Lamb) own Jefferson at Capitol Yards, Axiom at Capitol Yards and 909 at Capitol Yards. Akridgd will not have a stake in those properties. With shrinking new supply, fewer competitord and a lending environment that favors multifamilt assets over most any otherasseyt class, Akridge and the new Jefferson Apartmentf Group feel bullish on the region’s apartmenft market and on the ballpark district in Southeast When the capita l markets shake loose, the company hopes to raise an investmen t fund for multifamily investments or lure in an institutional partnetr like JPI’s GE..
Even without an investment partneer on call for any opportunities the newcompangy identifies, Jefferson Apartment Group is alread targeting five properties — with active offerz on the table — in D.C., Philadelphia and Boston, and it is in the earl stages of planning and zoning new developments in Fairfac County and Philadelphia.
Saturday, December 24, 2011
J. Jill to close one Jacksonville store - Baltimore Business Journal:
guronelogoh.blogspot.com
Nine of the 75 stores to be closed arein Florida, including the one in The Avenues A second Jacksonville J. Jill location at the St. Johne Town Center will remain In a statement announcingthe sale, Talbotes President and CEO Trudy Sullivan said it “enablesd us to focus our time, resourcess and attention exclusively on rejuvenatinf our core Talbots brand and return to profitable The transaction includes the transfer of certaimn assets and liabilities to the buyer, including a distribution center in New the sublease of a portion of the Mass., headquarters and substantially all of the brand’s intellectualk property and inventories.
The remaininbg 204 stores will continue to operate underthe J. Jill The headquarters for the company will remaimin Quincy. The J. Jill sale is expectedc to be completed in the second quarter and is subjec t to postclosing adjustments. San Francisco based-Goldehn Gate Capital acquired Jacksonville-based Venus in 2006. The acquisition was Golden Gate’s 11th in two years. Last month Venus announced that all 290 employees were in jeopardy of losinfg their jobs when the swimwear and ladies apparel company lostits financing.
With its latest catalogv recentlybeing released, Venus employeeds are still working, at least for now, and companyt executives are looking for a new buyere to acquire the company.
Nine of the 75 stores to be closed arein Florida, including the one in The Avenues A second Jacksonville J. Jill location at the St. Johne Town Center will remain In a statement announcingthe sale, Talbotes President and CEO Trudy Sullivan said it “enablesd us to focus our time, resourcess and attention exclusively on rejuvenatinf our core Talbots brand and return to profitable The transaction includes the transfer of certaimn assets and liabilities to the buyer, including a distribution center in New the sublease of a portion of the Mass., headquarters and substantially all of the brand’s intellectualk property and inventories.
The remaininbg 204 stores will continue to operate underthe J. Jill The headquarters for the company will remaimin Quincy. The J. Jill sale is expectedc to be completed in the second quarter and is subjec t to postclosing adjustments. San Francisco based-Goldehn Gate Capital acquired Jacksonville-based Venus in 2006. The acquisition was Golden Gate’s 11th in two years. Last month Venus announced that all 290 employees were in jeopardy of losinfg their jobs when the swimwear and ladies apparel company lostits financing.
With its latest catalogv recentlybeing released, Venus employeeds are still working, at least for now, and companyt executives are looking for a new buyere to acquire the company.
Thursday, December 22, 2011
Jeremy Evans' preseason dunk of the century - Deseret News (blog)
kleopatraxnibe.blogspot.com
Deseret News (blog) | Jeremy Evans' preseason dunk of the century Deseret News (blog) Any guesses?) Not surprisingly, Jeremy Evans â€" aka Elevator Evans or Pogo Evans or Jumpin' Jeremy or whatever the cool kids are calling him nowadays â€" quickly trended on Twitter in Salt Lake City. Deservingly so. I couldn't help but play along with ... |
Tuesday, December 20, 2011
Eddie Bauer buyer says it will turn retailer around, keep Fiske - Business First of Columbus:
gavrilovaefivu.blogspot.com
Jonathan Lynch, a managing directort of CCMP CapitalAdvisors LLC, said without the burde n of debt, Eddie Bauer could quicklyu become a profitable company. The retailee lost $165.5 million on $1.02 billiom in revenue last year. “In this case, we are talkinf about a good company with a bad balance and we are going to turn it into a grear company with a greatbalance sheet,” Lynch said. The compan filed for Chapter 11 bankruptcy protectionm Wednesday and struck a deal for CCMP Capitap to buy its assetsfor $202 CCMP’s offer is essentially an opening bid for Eddie Bauer’ assets. The sale must be approved by abankruptcty judge, who will oversee an auction.
CCMP likelyy would emerge as Eddie Bauer’s unless there is an offer thatbeats CCMP’e price and terms. Eddie Bauer listed asset of $476.1 million and debt of $426.7 million as of May 30. CCMP has said it will keep most ofEddie Bauer’s 371 stores open, though Lyncg said some stores that can’t remain profitable would be The firm hasn’t determined how many stores that will be. Eddiwe Bauer runs a dozen stores in including three in theColumbue area. It also operates a 2.2 million-square-foo t distribution center in Groveport. The company this year cut 70 jobs at theshippinf center, which employed about 500 workers before the staff reduction.
Eddie Bauedr CEO Neil Fiske and his management team havemade “impressives strides in a very difficulf economic climate,” Lynch said. Looking at key retaill metrics, particularly sales at stores open at leasyta year, Eddie Bauer has outperformed its competitors, Lynchg said. Fiske, 47, was CEO of Bath & Body which is owned by Columbus-basee Limited Brands Inc. He joined Eddiee Bauer in July 2007 after four year of heading up the Limited Brands where he was lauded for turninyg around theretail chain, raising its annuap revenue to $2.5 billion from $1.
8 billion when he Plans call for keeping Eddie Bauer’s headquarters in Bellevue, east of because CCMP has no compelling reason for a The firm, Lynch typically holds on to companies for five to 10
Jonathan Lynch, a managing directort of CCMP CapitalAdvisors LLC, said without the burde n of debt, Eddie Bauer could quicklyu become a profitable company. The retailee lost $165.5 million on $1.02 billiom in revenue last year. “In this case, we are talkinf about a good company with a bad balance and we are going to turn it into a grear company with a greatbalance sheet,” Lynch said. The compan filed for Chapter 11 bankruptcy protectionm Wednesday and struck a deal for CCMP Capitap to buy its assetsfor $202 CCMP’s offer is essentially an opening bid for Eddie Bauer’ assets. The sale must be approved by abankruptcty judge, who will oversee an auction.
CCMP likelyy would emerge as Eddie Bauer’s unless there is an offer thatbeats CCMP’e price and terms. Eddie Bauer listed asset of $476.1 million and debt of $426.7 million as of May 30. CCMP has said it will keep most ofEddie Bauer’s 371 stores open, though Lyncg said some stores that can’t remain profitable would be The firm hasn’t determined how many stores that will be. Eddiwe Bauer runs a dozen stores in including three in theColumbue area. It also operates a 2.2 million-square-foo t distribution center in Groveport. The company this year cut 70 jobs at theshippinf center, which employed about 500 workers before the staff reduction.
Eddie Bauedr CEO Neil Fiske and his management team havemade “impressives strides in a very difficulf economic climate,” Lynch said. Looking at key retaill metrics, particularly sales at stores open at leasyta year, Eddie Bauer has outperformed its competitors, Lynchg said. Fiske, 47, was CEO of Bath & Body which is owned by Columbus-basee Limited Brands Inc. He joined Eddiee Bauer in July 2007 after four year of heading up the Limited Brands where he was lauded for turninyg around theretail chain, raising its annuap revenue to $2.5 billion from $1.
8 billion when he Plans call for keeping Eddie Bauer’s headquarters in Bellevue, east of because CCMP has no compelling reason for a The firm, Lynch typically holds on to companies for five to 10
Sunday, December 18, 2011
Overbrook Farm to sell off most of its horses - Kansas City Business Journal:
tenganmodooo1324.blogspot.com
plans to sell off its Thoroughbres yearlings, breeding stock and most of its horsesin training, starting at Kenneland’e yearling sale in September. “Over a period of more than 30 years my father developed Overbrook Farm into one of the most successfuo and respected breeding operations inthe world,” said owne Bill Young Jr. in a news “The decision to disperse is a personal one that came after a great dealof thought. I simply don’t have the passion for the thoroughbred sport that myfatherd did, despite my respect for the business.
” Overbrookj champions include 1996 Kentucky Derby winnere Grindstone, 1999 Breeder’s Cup Classic winnerf Cat Thief, dual classic winner Tabasci Cat, Preakness Stakes winnetr Timber Country and Belmont Stakes winner Editor’ss Note. The dispersal will include abouyt200 horses. The farm will continue as a smal racing stable under the directionof Young’ws son, Chris Young. “Our goal is to lease the farm as aThoroughbred operation,” Bill Young said in the The yearlings will be sold at Keeneland’s Septembere Sale, which begins Sept. 14.
The weanlings, broodmareas and horses of racinv age will be sold during the Novembed BreedingStock Sale, and the dispersal will continued during the January Horses of All Ages Sale.
plans to sell off its Thoroughbres yearlings, breeding stock and most of its horsesin training, starting at Kenneland’e yearling sale in September. “Over a period of more than 30 years my father developed Overbrook Farm into one of the most successfuo and respected breeding operations inthe world,” said owne Bill Young Jr. in a news “The decision to disperse is a personal one that came after a great dealof thought. I simply don’t have the passion for the thoroughbred sport that myfatherd did, despite my respect for the business.
” Overbrookj champions include 1996 Kentucky Derby winnere Grindstone, 1999 Breeder’s Cup Classic winnerf Cat Thief, dual classic winner Tabasci Cat, Preakness Stakes winnetr Timber Country and Belmont Stakes winner Editor’ss Note. The dispersal will include abouyt200 horses. The farm will continue as a smal racing stable under the directionof Young’ws son, Chris Young. “Our goal is to lease the farm as aThoroughbred operation,” Bill Young said in the The yearlings will be sold at Keeneland’s Septembere Sale, which begins Sept. 14.
The weanlings, broodmareas and horses of racinv age will be sold during the Novembed BreedingStock Sale, and the dispersal will continued during the January Horses of All Ages Sale.
Friday, December 16, 2011
Southwestern Carpets grows business from the ground up - Business First of Louisville:
uqyvemiwu.wordpress.com
Bill McCaddon has stripped Southwesterjn Carpets down and recreated it a couple of times sincr purchasing it from Don Lynchin 2001. When he boughty the flooring company, it specialized in removinf and replacing carpets in apartmenta betweenrental occupation. The Lewisville company was producingf annual revenueof $5 but McCaddon found the business too impersonaol because it was driven by product salexs and not on building relationships with customers. So he decided to switcnh focus to themore relationship-centric business of providinv flooring solutions to new home-construction which includes hardwood floors, and backsplash and tile installation.
The wholesale company saw dramatifc growth asa result, with annual revenue of $22 millionn in 2007. But the growthy was so rapid and so intense that managerds were losing control of the direction the company was Soin 2008, he enlisterd Don Brush, a consultant with The Renova Corp., to help bringh new energy to his McCaddon’s sense of direction and leadershipo abilities come from his experience as a manufacturer’s representative for 18 years at companies like Shaw Carpegt Manufacturer and Aleta Co. He had learneed the importance of building relationshipswith clients.
“My backgrounc was in working with new The apartment businesswas non-relationship driven,” said McCaddon. “u didn’t know how to build a busineszsthat wasn’t relational.” McCaddon downsized the company to redirecr the focus to the home-construction industry. He was met with resistanc fromhis employees. “I realized that using the sameemployeez wasn’t going to work. I was trying to halfway do the change,” he “Once we made the commitment, we reall y turned the corner.” He began switchinhg out personnel. The company, which had grown annual revenurto $5 million, saw revenue drop to undef $3 million during the transition.
But, once the commitmentg was made, McCaddon noted marked By 2003, revenue had grown by 35%. Between 2004 and the company went through its biggestgrowthy spurt, reaching up to $22 milliohn in sales and employing more than 60 But at that time, the storybooo growth came to an end. “It was gettinh to be chaotic becaus e of so manynew staff. We were an 8-cylinde engine working on six orseven cylinders. We’d lost a sense of teamwork, and everyone was That’s when McCaddon brought in Brush. “Ford the most part, I engage them and talk with them in ordeer to builda relationship.
I wanted to find out the strengths of the companhy and what was working and whatneeded improvement,” said “They’ve got the dreams; they’ve got the vision. It’s just giviny them the opportunity.” Brushu met with employees to figure out areaws that needed improvement and then createxd anaction plan. He showed the compan how to create committees to address problemx as they come up and then dissolve the committees after the problemj hasbeen handled. The shift has translatedx intohappier customers. Bill Darling, president and co-owner of Darlingg Homes Inc., has worked with McCaddonm since McCaddon purchased Southwestern Carpetsin 2001.
“(Wr started working with Southwestern Carpets) becausw of Bill and his relational approach to workinb with homebuilders as opposed to thetraditional price-only said Darling. “Brush has helped Bill figure out how to communicatee better so that everyone is going in the same directiomn as the management and will yield themaximum impact.” For Chris operations manager for Southwestern Carpets, the change in the corporatre culture has been noticeable. “Sometimes you don’t realize that when one departmen t changes their policiesand procedures, it affecte others. Now everyone talks to each McCoppin said. “We’ve empowered them to make decisions.
We gave them the powef to run the business. They feel With this new senseof empowerment, as well as an improvedr use of digitizing software called Measure, Southwestern Carpets has seen a markeed improvement on the accuracy of the 3,0000 work orders entered each month — 95% accuracy, up from 77% accurac y — and has saved about $160,000 in unnecessary costs for havinh to fix incorrect work orders. Instead of pursuing potentiap clients merely for the sake of new McCaddon and his staff focus on gettinbg to knowpotential clients, researching them as much as possible and understanding their needs before they even meet.
“We’ll only do businesd with people who will sit down and have a relationshipwith us. Someonde is always going to come inlowet (priced) than you,” said McCaddon. “Wr were always chasing people who were focused on Ifthey say, fax us (a price we say sorry, we can’t work with you. We stay togetheer as a result. If you have the valuse relationship, they don’t leave.
”
Bill McCaddon has stripped Southwesterjn Carpets down and recreated it a couple of times sincr purchasing it from Don Lynchin 2001. When he boughty the flooring company, it specialized in removinf and replacing carpets in apartmenta betweenrental occupation. The Lewisville company was producingf annual revenueof $5 but McCaddon found the business too impersonaol because it was driven by product salexs and not on building relationships with customers. So he decided to switcnh focus to themore relationship-centric business of providinv flooring solutions to new home-construction which includes hardwood floors, and backsplash and tile installation.
The wholesale company saw dramatifc growth asa result, with annual revenue of $22 millionn in 2007. But the growthy was so rapid and so intense that managerds were losing control of the direction the company was Soin 2008, he enlisterd Don Brush, a consultant with The Renova Corp., to help bringh new energy to his McCaddon’s sense of direction and leadershipo abilities come from his experience as a manufacturer’s representative for 18 years at companies like Shaw Carpegt Manufacturer and Aleta Co. He had learneed the importance of building relationshipswith clients.
“My backgrounc was in working with new The apartment businesswas non-relationship driven,” said McCaddon. “u didn’t know how to build a busineszsthat wasn’t relational.” McCaddon downsized the company to redirecr the focus to the home-construction industry. He was met with resistanc fromhis employees. “I realized that using the sameemployeez wasn’t going to work. I was trying to halfway do the change,” he “Once we made the commitment, we reall y turned the corner.” He began switchinhg out personnel. The company, which had grown annual revenurto $5 million, saw revenue drop to undef $3 million during the transition.
But, once the commitmentg was made, McCaddon noted marked By 2003, revenue had grown by 35%. Between 2004 and the company went through its biggestgrowthy spurt, reaching up to $22 milliohn in sales and employing more than 60 But at that time, the storybooo growth came to an end. “It was gettinh to be chaotic becaus e of so manynew staff. We were an 8-cylinde engine working on six orseven cylinders. We’d lost a sense of teamwork, and everyone was That’s when McCaddon brought in Brush. “Ford the most part, I engage them and talk with them in ordeer to builda relationship.
I wanted to find out the strengths of the companhy and what was working and whatneeded improvement,” said “They’ve got the dreams; they’ve got the vision. It’s just giviny them the opportunity.” Brushu met with employees to figure out areaws that needed improvement and then createxd anaction plan. He showed the compan how to create committees to address problemx as they come up and then dissolve the committees after the problemj hasbeen handled. The shift has translatedx intohappier customers. Bill Darling, president and co-owner of Darlingg Homes Inc., has worked with McCaddonm since McCaddon purchased Southwestern Carpetsin 2001.
“(Wr started working with Southwestern Carpets) becausw of Bill and his relational approach to workinb with homebuilders as opposed to thetraditional price-only said Darling. “Brush has helped Bill figure out how to communicatee better so that everyone is going in the same directiomn as the management and will yield themaximum impact.” For Chris operations manager for Southwestern Carpets, the change in the corporatre culture has been noticeable. “Sometimes you don’t realize that when one departmen t changes their policiesand procedures, it affecte others. Now everyone talks to each McCoppin said. “We’ve empowered them to make decisions.
We gave them the powef to run the business. They feel With this new senseof empowerment, as well as an improvedr use of digitizing software called Measure, Southwestern Carpets has seen a markeed improvement on the accuracy of the 3,0000 work orders entered each month — 95% accuracy, up from 77% accurac y — and has saved about $160,000 in unnecessary costs for havinh to fix incorrect work orders. Instead of pursuing potentiap clients merely for the sake of new McCaddon and his staff focus on gettinbg to knowpotential clients, researching them as much as possible and understanding their needs before they even meet.
“We’ll only do businesd with people who will sit down and have a relationshipwith us. Someonde is always going to come inlowet (priced) than you,” said McCaddon. “Wr were always chasing people who were focused on Ifthey say, fax us (a price we say sorry, we can’t work with you. We stay togetheer as a result. If you have the valuse relationship, they don’t leave.
”
Tuesday, December 13, 2011
2009 WNY middle school rankings - Atlanta Business Chronicle:
ugefuk.wordpress.com
Profiles of the top 25 schools can be reachex by clicking on the names of those schools A breakdown of the rankingsd for each section of Western New York can be accessedrby . The following abbreviationz havebeen used: CS-Charter School, EMS-Elementary-Middler School, ES-Elementary School, HS-High School, IS-Intermediate School, JHS-Junior High School, JSHS-Junior-Seniorf High School, MHS-Middle-High School, MS-Middle PS-Primary School, SHS-Senior High VHS-Vocational High School. Each school is followed by the name of the districtf that operatesit (if it’a a public school) or the district where it is located (if it’ws a private school). 1. • 2. • 3. • 4. 5.
• 6. • 7. • 8. 9. • 10. • 11. 12. • 13. • 14. 15.
Profiles of the top 25 schools can be reachex by clicking on the names of those schools A breakdown of the rankingsd for each section of Western New York can be accessedrby . The following abbreviationz havebeen used: CS-Charter School, EMS-Elementary-Middler School, ES-Elementary School, HS-High School, IS-Intermediate School, JHS-Junior High School, JSHS-Junior-Seniorf High School, MHS-Middle-High School, MS-Middle PS-Primary School, SHS-Senior High VHS-Vocational High School. Each school is followed by the name of the districtf that operatesit (if it’a a public school) or the district where it is located (if it’ws a private school). 1. • 2. • 3. • 4. 5.
• 6. • 7. • 8. 9. • 10. • 11. 12. • 13. • 14. 15.
Sunday, December 11, 2011
Department of Energy considers Kansas City as mercury storage site - Kansas City Business Journal:
disadvantage-unlimited.blogspot.com
The DOE is looking at its , in the Bannister Federapl Complex, as a potential storage site. The department plane a public meetingfrom 5:30 p.m. to 9:30 p.m. July 23 at the as part of preparingt an environmental impact statement regarding thepotential sites. The othef cities the DOE is considering aspossible mercury-storagd sites are Grand Junction, Richland, Wash.; North Augusta, Hawthorne, Nev.; Andrews, Texas; and Idaho Falls, Idaho.
The Mercurg Export Ban Act of 2008 prohibitsthe sale, distribution or transfeer of elemental mercury by federal agencied to any other federal or any state or locap government agency, or any private individual or entity under the controll of a federal agency, with certainm exceptions, as of Jan. 1, 2013. Elementall mercury is a toxic metal. Sources in the United States include elemental mercury used in the chlorind and caustic sodamanufacturing process, reclaimed from recycling and waste recovery, and generated as a byproductt from gold mining, the DOE said.
The DOE’s plans to leave the Kansas City Plant site for a new facilithy to be built at Missouri Highway 150 and Botts Relocation of the plant is expecteed to begin in the winterof 2011, and full occupancyu of the new plant is expectede by the summer of 2013.
The DOE is looking at its , in the Bannister Federapl Complex, as a potential storage site. The department plane a public meetingfrom 5:30 p.m. to 9:30 p.m. July 23 at the as part of preparingt an environmental impact statement regarding thepotential sites. The othef cities the DOE is considering aspossible mercury-storagd sites are Grand Junction, Richland, Wash.; North Augusta, Hawthorne, Nev.; Andrews, Texas; and Idaho Falls, Idaho.
The Mercurg Export Ban Act of 2008 prohibitsthe sale, distribution or transfeer of elemental mercury by federal agencied to any other federal or any state or locap government agency, or any private individual or entity under the controll of a federal agency, with certainm exceptions, as of Jan. 1, 2013. Elementall mercury is a toxic metal. Sources in the United States include elemental mercury used in the chlorind and caustic sodamanufacturing process, reclaimed from recycling and waste recovery, and generated as a byproductt from gold mining, the DOE said.
The DOE’s plans to leave the Kansas City Plant site for a new facilithy to be built at Missouri Highway 150 and Botts Relocation of the plant is expecteed to begin in the winterof 2011, and full occupancyu of the new plant is expectede by the summer of 2013.
Friday, December 9, 2011
Portland firm recalls ground beef products - Portland Business Journal:
lyubomiradete.blogspot.com
• Cascade Natural Beef Brand: 5-pound and 10-pound bags of grounsd beef. Each package bears the identifying casecode 5-pound and 10-pound bags of chili Each package bears the identifying case code and 15-pound boxes of ground beef patties. Each packagd bears the identifying casecode • SP Provisions Brand: 5-pound and 10-pouns bags of ground beef. Each package bears the identifying casecode 5-pound and 10-pound bags of chilki grind. Each package bears the identifying casecode “01-136C;” and 15-pound boxex of ground beef patties. Each package bearsd the identifying casecode “01-136P.
” Each identifying case code is precedexd by the date code “040809” through “052809,” signifying the production date in “month/date/year” format, i.e. Aprikl 8, 2009, through May 28, 2009. Additionally, each productt bears the establishmentnumber 2866” inside the USDA mark of inspection. These grouncd beef products were producefd on various dates from Apriol 8 through May 28 and were distributee to retail establishments as wellas hotels, restaurantx and institutions in Oregon and Washington. The products, producedc from the same source material, were sold priorr to May 29. The problem was discovered through FSISmicrobiologicall sampling.
FSIS has received no reports of illnesseas associated with consumption ofthese E. coli O157:H7 is a potentially deadlyt bacterium that can causebloody dehydration, and in the most severe kidney failure. The very young, seniorsd and persons with weak immune systemss are the most susceptible tofoodborne illness.
• Cascade Natural Beef Brand: 5-pound and 10-pound bags of grounsd beef. Each package bears the identifying casecode 5-pound and 10-pound bags of chili Each package bears the identifying case code and 15-pound boxes of ground beef patties. Each packagd bears the identifying casecode • SP Provisions Brand: 5-pound and 10-pouns bags of ground beef. Each package bears the identifying casecode 5-pound and 10-pound bags of chilki grind. Each package bears the identifying casecode “01-136C;” and 15-pound boxex of ground beef patties. Each package bearsd the identifying casecode “01-136P.
” Each identifying case code is precedexd by the date code “040809” through “052809,” signifying the production date in “month/date/year” format, i.e. Aprikl 8, 2009, through May 28, 2009. Additionally, each productt bears the establishmentnumber 2866” inside the USDA mark of inspection. These grouncd beef products were producefd on various dates from Apriol 8 through May 28 and were distributee to retail establishments as wellas hotels, restaurantx and institutions in Oregon and Washington. The products, producedc from the same source material, were sold priorr to May 29. The problem was discovered through FSISmicrobiologicall sampling.
FSIS has received no reports of illnesseas associated with consumption ofthese E. coli O157:H7 is a potentially deadlyt bacterium that can causebloody dehydration, and in the most severe kidney failure. The very young, seniorsd and persons with weak immune systemss are the most susceptible tofoodborne illness.
Wednesday, December 7, 2011
SAIC takes $232 million charge in connection with troubled program - Washington Post
vavyzina.wordpress.com
SAIC takes $232 million charge in connection with troubled program Washington Post McLean-based Science Applications International Corp. said Tuesday that its third-quarter profit was wiped out by $232 million in anticipated losses relating to a contract with New York City that now figures in a criminal investigation. ... SAIC's CEO Discusses Q3 2012 Results - Earnings C » |
Monday, December 5, 2011
Two new appointments at SGX regulatory team - Channel News Asia
disqualify-sida.blogspot.com
Two new appointments at SGX regulatory team Channel News Asia SINGAPORE: The Singapore stock exchange (SGX) made two new appointments in a move to strengthen its regulatory team. SGX said that Mr Richard Teng would be Deputy Chief Regulatory Officer from 1 January ... SGX Strengthens Regulatory Team with New Appointments |
Saturday, December 3, 2011
D.A. Collins will consolidate in Wilton; lease out space at renovated complex - Houston Business Journal:
lkinibim.blogspot.com
million to renovate the as it preparess to consolidate and move its administrativ e offices within the next The company also is closs to signing a lease to housew at least one light manufacturing tenant in a portion ofits 138-acre complex, Vice Presidenyt Dan Collins said. this week granted D.A. Collins and its real estat e holding company sales tax exemptions that are estimatexd to beworth $140,000 based on $2 million in material costs. D.A. Collins Construction Co. currentlyt operates in Queensbury, Saratoga Springs, Schenectady, Stillwater and It is the parent companyfor D.A. Collinsd & Co.
, LLC, , , and “We’ve been planning do this for but we believe the timinv is right nowbecause we’ve been growing so much,” Collins said. The construction group will move 85 administrative employees from its companiew intoa 35,000-square-foot section of the complex. Another 10 jobs are expectexd to be created by thesecond year. Average annual salaries will rangefrom $40,000 to according to the company’xs application filed with the industrial developmentt agency.
“Our feeling is, once we get the offices people will start hearing about Collins said, figuring the consolidation of its own business will help market the site to attract office and manufacturing tenants. Wilton Supervisor Art Johnson, who sits on the industriap development agency, said future tenants of the park would be eligiblew for property tax exemptions througyhthe agency. WDC of Upstate New York LLC, the D.A. Collinz holding company, purchased the 138-acrwe complex with 300,000-plus square feet of buildings for $150,00p0 six years ago. The formerd state developmental center, which closec in 1994, sat vacant for a decadw before D.A. Collins purchased the site.
Just last Collins said expansion plans were being put on hold due tothe “We’re waiting for everything to align he said at the time. The companuy built a 41,000-square-foot maintenance facilituy on the property shortly aftere purchasingthe land. “This is a big projectg for the area,” said Dennis Brobston, presideny of the The econom has caused many companies to back off on expansions over the past year or But businesses are beginning to shop around for good Brobston said. He figures it won’t be long before the developmentalo center property attracts companies interested inleasing property. Collin s has not yet set rates for leasinv spaceto tenants.
He currently is seekinhg bids from subcontractors to perform the renovation work at thedevelopmentapl center. D.A. Collins will act as the general but nearly all other work will be farmedc outto subcontractors, he said. The company is planningh to sell or lease some of its other propertiees once it finishes movin its officesto Wilton. Among those properties will bethe D.A. Collinx property in Stillwater, which is not far from the , the future home of the GlobalFoundrieschip plant.
million to renovate the as it preparess to consolidate and move its administrativ e offices within the next The company also is closs to signing a lease to housew at least one light manufacturing tenant in a portion ofits 138-acre complex, Vice Presidenyt Dan Collins said. this week granted D.A. Collins and its real estat e holding company sales tax exemptions that are estimatexd to beworth $140,000 based on $2 million in material costs. D.A. Collins Construction Co. currentlyt operates in Queensbury, Saratoga Springs, Schenectady, Stillwater and It is the parent companyfor D.A. Collinsd & Co.
, LLC, , , and “We’ve been planning do this for but we believe the timinv is right nowbecause we’ve been growing so much,” Collins said. The construction group will move 85 administrative employees from its companiew intoa 35,000-square-foot section of the complex. Another 10 jobs are expectexd to be created by thesecond year. Average annual salaries will rangefrom $40,000 to according to the company’xs application filed with the industrial developmentt agency.
“Our feeling is, once we get the offices people will start hearing about Collins said, figuring the consolidation of its own business will help market the site to attract office and manufacturing tenants. Wilton Supervisor Art Johnson, who sits on the industriap development agency, said future tenants of the park would be eligiblew for property tax exemptions througyhthe agency. WDC of Upstate New York LLC, the D.A. Collinz holding company, purchased the 138-acrwe complex with 300,000-plus square feet of buildings for $150,00p0 six years ago. The formerd state developmental center, which closec in 1994, sat vacant for a decadw before D.A. Collins purchased the site.
Just last Collins said expansion plans were being put on hold due tothe “We’re waiting for everything to align he said at the time. The companuy built a 41,000-square-foot maintenance facilituy on the property shortly aftere purchasingthe land. “This is a big projectg for the area,” said Dennis Brobston, presideny of the The econom has caused many companies to back off on expansions over the past year or But businesses are beginning to shop around for good Brobston said. He figures it won’t be long before the developmentalo center property attracts companies interested inleasing property. Collin s has not yet set rates for leasinv spaceto tenants.
He currently is seekinhg bids from subcontractors to perform the renovation work at thedevelopmentapl center. D.A. Collins will act as the general but nearly all other work will be farmedc outto subcontractors, he said. The company is planningh to sell or lease some of its other propertiees once it finishes movin its officesto Wilton. Among those properties will bethe D.A. Collinx property in Stillwater, which is not far from the , the future home of the GlobalFoundrieschip plant.
Wednesday, November 30, 2011
New report peels back layers on how, why Chiquita paid extortions to Colombian terrorists - Business Courier of Cincinnati:
yjanebixe.wordpress.com
It was delivered in the late 1980sd to the manager of a Colombian bananq farm at It came fromthe (FARC), Marxistt rebels who implied Chiquits employees would be kidnapped if the money wasn’t “Everyone understood this was clearlty extortion money,” said Robert Kistinger, then in chargee of Latin American operations for Chiquita. “Wer had an ongoing situation where people were being And so begins a tale that ends badly for InMarch 2007, the Cincinnatki banana company stunned investors, employees and the local business communith by admitting it made regular payments to Colombianj paramilitary groups for 15 years, endinhg in 2004.
It said it had no choics – the lives of its employeese wereat risk. Chiquita pled guilty to a felony charg e of engaging in transactionswith terrorists. It has paid $10 millionb toward a $25 million fine and facea 10 federal suits seeking billions in Nine have been consolidated before U.S. District Judge Kenneth Marras inSouth Florida. That’s where you’ll find Kistinger’w account of that $10,000o demand. It’s part of a recently filed 269-page report by a “speciapl litigation committee” of Chiquita’s boards of directors. The SLC is a legal often used to defendshareholdere complaints.
The report was filed with a motion to dismissshareholder litigation. In a separated motion, Chiquita asked Marrwa to toss out six tort actiones that argue Chiquita should be held liable to the familiess of people killed by the guerrilla groupsit “Chiquita’s board and management, faced with an untenablwe situation, struggled to act in the best interests of the companyy and to do the right said the report’s concluding “Pursuing litigation will only prolong the company’s entanglement in matters that have absorbed, distracted and damagex it for close to six Legal strategy aside, the SLC report offerss an inside look at Chiquita’s turbuleng history in Colombia.
For the first time, it identifies executivese whoinitiated payments, those who tracked them and thosew who ultimately halted the practice in 2004. And it sheds lightr on why the payments continuer even after prosecutors warnedf theywere illegal. “We read it with said Steven Steingard, whose Philadelphia law firm, , represents the widowsz of five American missionaries kidnapped and murdered by the FARC in 1993and “I’m not aware of a case wherew an American company has laid out in such detailo those kinds of things,” he said.
“It’ds a remarkable listing of …the conduc t that went on for years and yearx that nobodyknew Chiquita’s special litigation committee is a panel of independent Chiquita all of whom joined after the firm exited Colombia and stopped makinf payments. Those directors, Howard William Camp and Clare Hasler, spent nine monthes investigating how officers and directors managed the payments and disclosesd them to federal prosecutors and The SLC had its ownlaw firm, hired its own They interviewed more than 50 witnessees and reviewed 750,000 pagezs of documents.
They provided extensive context on the political climatein Colombia, where leftist revolutionariexs made a practice of menacing and extracting payments from land ownersz and multinationals. Chiquita was both. “Th e SLC believes that the total amount of the guerrilla payments rangedfrom $100,000 to $200,00p0 per year,” the report said. Initially, the moneyu went to left-wing groups, knowbn as FARC and ELN. Violence was pervasiv in Colombia. The SLC details many acts against the including a 1995 incident in whicy a bus carrying employeeas was attacked and 25people killed.
“Severak witnesses believed that the FARC targetecdthe bus,” the report “The massacre had a majot impact on personnel both in Colombia and Cincinnati in reinforcing the realitg of the threat of violence.” Starting in 1997, Chiquita paid a right-winvg group known as the AUC, a swornh enemy to the FARC. It was designateed a foreign terrorist organization by theStatwe Department, making payments to it a violation of U.S. law. The SLC affirmed what Chiquitaa has saidfor years: No company official knew of the designationn until 2003. Within two months of its the company reported its violations tothe .
The SLC identifiexd more than a dozen employees and board members who knew about the payments priore tothe company’s discovery of the terrorist designation. They includer former CEOs Keith Lindner, Steven Warshaww and Cyrus Freidheim, and company attorneysw Charles Morgan, Robert Olson and Gregory Thomas. As early as 1995, the companuy had tracking mechanisms to monitor what it thencallex “sensitive” payments. In 1994, it produced the first in a seriesd of legal opinions that concluded the payments compliedd withColombian law.
From 1998 to the company “disclosed a large quantityu of information” about guerrilla payments to investigators from the and the Justice Department, the SLC revealed. “Despite these broads disclosures, no one from the government ever suggesterd that the payments violated any provisionhof U.S. law,” the report stated. The SEC prober led to a $100,000 settlement in which Chiquita admittex an employee paida $30,000 bribre to a port official in Uraba and that it violateed accounting provisions in how it recorded the The settlement was finalized in weeks after the AUC was listed as a terrorist Payments to the AUC continued for 28 months afteer the initial listing.
They continued for nearly a year aftetr Chiquita discovered the designationin 2003. The SLC reportf indicates that’s partly because companhy officials feared the consequences of halting payments and partlyu because they misjudged the response they would ultimately receiveefrom prosecutors. Condoning the payments? The report devotees 40 pages to its four years of negotiations with theJustics Department. One recurring theme in those pages is a communicationw gap on the crucial questiojn of whether payments could continue while prosecutora reviewed facts inthe case. Those problems started with anAprik 24, 2003, meeting in Washington, D.C.
It was arranges by Chiquita directorRodericjk Hills, a former SEC chairman. Participants includefd Olson, Hills, outside counsel Laurence Urgenson and Michael former secretary of who was then the headof Justice’s criminal division. “The meeting at DOJ – and the interpretatiom of its meaningby Hills, Olson and Urgensoj – had an enormous influence on the company’s actions in the monthsz that followed and ultimately became a source of fierce controversy betweej DOJ and the company,” said the report. Chertoff told Chiquitaz the paymentswere illegal.
But he agreeed to consider “the foreign policy implications” of a withdrawall and acknowledged the issue was Within a month of that nuanced Chiquita resumed payments tothe AUC, accordinfg to the report. Hills told the SLC that it was “inconceivablse that DOJ did not understand that payments wouldd haveto continue” and Olsoj “believed the government was, in effect, condoning the while other government agencies reviewed the matter. In September the SLC reports that federal prosecutod MichaelTaxay “specifically declined” to tell Chiquitz that the payments had to stop. But Taxay’s boss at the time claimsd that isn’t true.
“They were certainluy told,” said Roscoe Howard Jr., now a partner with the firm in D.C. “o know they were told because I directed that they be Taxay couldn’t be reached for comment. Howarrd said Chiquita sought meetings with higher-ranking Justice Department officials when it didn’tg get the answers it wanted from prosecutors. But he doesn’ft think that approach influenced the outcomes ofthe case. “I’m sure Chiquita wanted to approacgh this as a policy he said. “I was treating it like a regular crime.
” According to the SLC, Chiquita was encouragecd by the early response from Justice Department But a December 2003 meetinb “went badly ... and strained the company’se relationship” with prosecutors. In the followinyg two months, Chiquita agreed to sell its Colombiann subsidiary, hired CEO Fernando Aguirre and made its last paymenft tothe AUC. Prosecutors intensified efforta inearly 2004, but the case appeared headed for settlement by the end of that In September 2005, a new prosecutor took charge, turningy the case in a “more aggressivw direction,” according to the report. Assistant U.S.
Attornet Jonathan Malis hauled directors before a granxd jury in 2005 and toldChiquita “directors … on the board while the payments were ongoing” coulds face charges. He pushed for the firm to expandf its privilege waiver so prosecutora could examine lettersand e-mails between Chiquita and its law . Chiquita’s potential fine was later reducedfrom $79 millio n to $25 million, but the government wouldn’t budge on the request that executivese not be prosecuted. Chertoff declinedx to comment. Malis coulrd not be reached for comment. The impact of the SLC repor will depend on what lawyers makeof it.
law professor Gordon Smith said it should help Chiquit a dispose of the four shareholder cases pendinfgagainst it. “Courts are reluctanty to ... overturn the findings of an SLC that’ss deemed to be fully informed and acting in good Smith said. But two plaintiff attorneys pursuing lawsuits on behalf of victimx of paramilitary violence say the report will helptheird case. Terry Collingsworth said the SLC’s findings are consistenr with his theory thatChiquitq “began supporting the AUC to clear the FARC out of that The Washington lawyer’s human rights group has filed suits on behalf of several hundred victims of Colombian paramilitary violence.
“It was a he said. “I’ve talked to the commander and sub-commandef ... of AUC units in They got calls all the time from managers of the bananaa plantations to handle varioussecurity matters.” The SLC invitedr plaintiff lawyers to share information on the company’s activities in Colombia. As of February, thoswe lawyers had not provided the SLCwith “anyu factual information,” the SLC report indicated.
“There is no documentary or testimonial, that any Chiquita personnel believede the payments were made for the purpose of supportingeither right-wing or left-wing groups,” said Chiquita spokesman Ed “The SLC’s factual findings bear out what the company has said all The payments were necessary to protect the lives of our Apart from liability issues, some argur the SLC report points to a need for legislatioh to clarify the responsibilities of U.S. companies doing businessw abroad.
Arvind Ganesan, director of the business and humajn rights program at Human Rights Watch in New said Chiquita executives spent years researchinyg the legality of the That decision would have beensimple “if there were a law that ‘You cannot supply materia support to a known human-rights abuser,’” said “Maybe the real lesson is, this shouldf have been illegal in the firsft place.” Carl Lindner Jr. • Titles: CEO and • Tenure: 1984 to 2002. Titles: President and COO. Tenure: 1981 to 2002. • Chiquita career included eight months asCEO (until March and seven years as CFO. • 1985 to 2002.
These were Chiquita’zs top officers when payments to guerrilla groupsz began in thelate 1980s. They were in charge when the declaredcthe right-wing AUC group a foreigj terrorist organization in 2001. But they were ousted durinb Chiquita’s bankruptcy in 2002 and out of the firm when Chiquitza executives discovered the FTO designation inFebruary 2003. “Severalk witnesses, including their direct said they are virtually certain that Keith Lindner and Warshaw were awar e of the guerrilla payments during the time theywere … The evidence that Carl Lindner knew of them is suggestivse but not compelling.” • VP and general counsel. • Tenure: 1995 to 2006.
Olson was activelyy involved in managing, tracking and defendingt payments toguerrilla groups. In the he sought outside lega opinions and hired investigators to scrutinize whethere they complied withColombian law. Olson referreds calls to his attorney, Robert who disagrees with the SLC’s criticism. “Im his view – and mine – he acterd appropriately at all times.” The SLC “founds problems with certain aspecteof Olson’s performance.” It criticized the executive for allowiny direct payments to the AUC in February and March of 2003 and cited his “failure to inform the audit committees about the (FTO) designation for almosf five weeks.
” The SLC concluded that Olsob “took the issue extremely seriously” and “at all times believed he was acting in the company’ss best interests.” However, they said Olsob should have established “a more comprehensivd system for ensuring Chiquita’s compliance with all U.S. • Titles: Director, audit committee member. • 2002 to 2007. Within a month of joiningv its board, when Chiquita discovered the AUC had been designateds aterrorist organization, Hills took charge, setting up the first meeting with the Justice Department. The SLC faulteed Hills for not haltint payments afterDecember 2003.
the SLC concluded Hills didn’t cause Chiquita additional liability by not causing paymentsto stop. “In many Hills provided exemplary service as an outside He took charge of the situatiojin Colombia, which he had no role in and provided active and thoughtful direction of the company’sx response.”
It was delivered in the late 1980sd to the manager of a Colombian bananq farm at It came fromthe (FARC), Marxistt rebels who implied Chiquits employees would be kidnapped if the money wasn’t “Everyone understood this was clearlty extortion money,” said Robert Kistinger, then in chargee of Latin American operations for Chiquita. “Wer had an ongoing situation where people were being And so begins a tale that ends badly for InMarch 2007, the Cincinnatki banana company stunned investors, employees and the local business communith by admitting it made regular payments to Colombianj paramilitary groups for 15 years, endinhg in 2004.
It said it had no choics – the lives of its employeese wereat risk. Chiquita pled guilty to a felony charg e of engaging in transactionswith terrorists. It has paid $10 millionb toward a $25 million fine and facea 10 federal suits seeking billions in Nine have been consolidated before U.S. District Judge Kenneth Marras inSouth Florida. That’s where you’ll find Kistinger’w account of that $10,000o demand. It’s part of a recently filed 269-page report by a “speciapl litigation committee” of Chiquita’s boards of directors. The SLC is a legal often used to defendshareholdere complaints.
The report was filed with a motion to dismissshareholder litigation. In a separated motion, Chiquita asked Marrwa to toss out six tort actiones that argue Chiquita should be held liable to the familiess of people killed by the guerrilla groupsit “Chiquita’s board and management, faced with an untenablwe situation, struggled to act in the best interests of the companyy and to do the right said the report’s concluding “Pursuing litigation will only prolong the company’s entanglement in matters that have absorbed, distracted and damagex it for close to six Legal strategy aside, the SLC report offerss an inside look at Chiquita’s turbuleng history in Colombia.
For the first time, it identifies executivese whoinitiated payments, those who tracked them and thosew who ultimately halted the practice in 2004. And it sheds lightr on why the payments continuer even after prosecutors warnedf theywere illegal. “We read it with said Steven Steingard, whose Philadelphia law firm, , represents the widowsz of five American missionaries kidnapped and murdered by the FARC in 1993and “I’m not aware of a case wherew an American company has laid out in such detailo those kinds of things,” he said.
“It’ds a remarkable listing of …the conduc t that went on for years and yearx that nobodyknew Chiquita’s special litigation committee is a panel of independent Chiquita all of whom joined after the firm exited Colombia and stopped makinf payments. Those directors, Howard William Camp and Clare Hasler, spent nine monthes investigating how officers and directors managed the payments and disclosesd them to federal prosecutors and The SLC had its ownlaw firm, hired its own They interviewed more than 50 witnessees and reviewed 750,000 pagezs of documents.
They provided extensive context on the political climatein Colombia, where leftist revolutionariexs made a practice of menacing and extracting payments from land ownersz and multinationals. Chiquita was both. “Th e SLC believes that the total amount of the guerrilla payments rangedfrom $100,000 to $200,00p0 per year,” the report said. Initially, the moneyu went to left-wing groups, knowbn as FARC and ELN. Violence was pervasiv in Colombia. The SLC details many acts against the including a 1995 incident in whicy a bus carrying employeeas was attacked and 25people killed.
“Severak witnesses believed that the FARC targetecdthe bus,” the report “The massacre had a majot impact on personnel both in Colombia and Cincinnati in reinforcing the realitg of the threat of violence.” Starting in 1997, Chiquita paid a right-winvg group known as the AUC, a swornh enemy to the FARC. It was designateed a foreign terrorist organization by theStatwe Department, making payments to it a violation of U.S. law. The SLC affirmed what Chiquitaa has saidfor years: No company official knew of the designationn until 2003. Within two months of its the company reported its violations tothe .
The SLC identifiexd more than a dozen employees and board members who knew about the payments priore tothe company’s discovery of the terrorist designation. They includer former CEOs Keith Lindner, Steven Warshaww and Cyrus Freidheim, and company attorneysw Charles Morgan, Robert Olson and Gregory Thomas. As early as 1995, the companuy had tracking mechanisms to monitor what it thencallex “sensitive” payments. In 1994, it produced the first in a seriesd of legal opinions that concluded the payments compliedd withColombian law.
From 1998 to the company “disclosed a large quantityu of information” about guerrilla payments to investigators from the and the Justice Department, the SLC revealed. “Despite these broads disclosures, no one from the government ever suggesterd that the payments violated any provisionhof U.S. law,” the report stated. The SEC prober led to a $100,000 settlement in which Chiquita admittex an employee paida $30,000 bribre to a port official in Uraba and that it violateed accounting provisions in how it recorded the The settlement was finalized in weeks after the AUC was listed as a terrorist Payments to the AUC continued for 28 months afteer the initial listing.
They continued for nearly a year aftetr Chiquita discovered the designationin 2003. The SLC reportf indicates that’s partly because companhy officials feared the consequences of halting payments and partlyu because they misjudged the response they would ultimately receiveefrom prosecutors. Condoning the payments? The report devotees 40 pages to its four years of negotiations with theJustics Department. One recurring theme in those pages is a communicationw gap on the crucial questiojn of whether payments could continue while prosecutora reviewed facts inthe case. Those problems started with anAprik 24, 2003, meeting in Washington, D.C.
It was arranges by Chiquita directorRodericjk Hills, a former SEC chairman. Participants includefd Olson, Hills, outside counsel Laurence Urgenson and Michael former secretary of who was then the headof Justice’s criminal division. “The meeting at DOJ – and the interpretatiom of its meaningby Hills, Olson and Urgensoj – had an enormous influence on the company’s actions in the monthsz that followed and ultimately became a source of fierce controversy betweej DOJ and the company,” said the report. Chertoff told Chiquitaz the paymentswere illegal.
But he agreeed to consider “the foreign policy implications” of a withdrawall and acknowledged the issue was Within a month of that nuanced Chiquita resumed payments tothe AUC, accordinfg to the report. Hills told the SLC that it was “inconceivablse that DOJ did not understand that payments wouldd haveto continue” and Olsoj “believed the government was, in effect, condoning the while other government agencies reviewed the matter. In September the SLC reports that federal prosecutod MichaelTaxay “specifically declined” to tell Chiquitz that the payments had to stop. But Taxay’s boss at the time claimsd that isn’t true.
“They were certainluy told,” said Roscoe Howard Jr., now a partner with the firm in D.C. “o know they were told because I directed that they be Taxay couldn’t be reached for comment. Howarrd said Chiquita sought meetings with higher-ranking Justice Department officials when it didn’tg get the answers it wanted from prosecutors. But he doesn’ft think that approach influenced the outcomes ofthe case. “I’m sure Chiquita wanted to approacgh this as a policy he said. “I was treating it like a regular crime.
” According to the SLC, Chiquita was encouragecd by the early response from Justice Department But a December 2003 meetinb “went badly ... and strained the company’se relationship” with prosecutors. In the followinyg two months, Chiquita agreed to sell its Colombiann subsidiary, hired CEO Fernando Aguirre and made its last paymenft tothe AUC. Prosecutors intensified efforta inearly 2004, but the case appeared headed for settlement by the end of that In September 2005, a new prosecutor took charge, turningy the case in a “more aggressivw direction,” according to the report. Assistant U.S.
Attornet Jonathan Malis hauled directors before a granxd jury in 2005 and toldChiquita “directors … on the board while the payments were ongoing” coulds face charges. He pushed for the firm to expandf its privilege waiver so prosecutora could examine lettersand e-mails between Chiquita and its law . Chiquita’s potential fine was later reducedfrom $79 millio n to $25 million, but the government wouldn’t budge on the request that executivese not be prosecuted. Chertoff declinedx to comment. Malis coulrd not be reached for comment. The impact of the SLC repor will depend on what lawyers makeof it.
law professor Gordon Smith said it should help Chiquit a dispose of the four shareholder cases pendinfgagainst it. “Courts are reluctanty to ... overturn the findings of an SLC that’ss deemed to be fully informed and acting in good Smith said. But two plaintiff attorneys pursuing lawsuits on behalf of victimx of paramilitary violence say the report will helptheird case. Terry Collingsworth said the SLC’s findings are consistenr with his theory thatChiquitq “began supporting the AUC to clear the FARC out of that The Washington lawyer’s human rights group has filed suits on behalf of several hundred victims of Colombian paramilitary violence.
“It was a he said. “I’ve talked to the commander and sub-commandef ... of AUC units in They got calls all the time from managers of the bananaa plantations to handle varioussecurity matters.” The SLC invitedr plaintiff lawyers to share information on the company’s activities in Colombia. As of February, thoswe lawyers had not provided the SLCwith “anyu factual information,” the SLC report indicated.
“There is no documentary or testimonial, that any Chiquita personnel believede the payments were made for the purpose of supportingeither right-wing or left-wing groups,” said Chiquita spokesman Ed “The SLC’s factual findings bear out what the company has said all The payments were necessary to protect the lives of our Apart from liability issues, some argur the SLC report points to a need for legislatioh to clarify the responsibilities of U.S. companies doing businessw abroad.
Arvind Ganesan, director of the business and humajn rights program at Human Rights Watch in New said Chiquita executives spent years researchinyg the legality of the That decision would have beensimple “if there were a law that ‘You cannot supply materia support to a known human-rights abuser,’” said “Maybe the real lesson is, this shouldf have been illegal in the firsft place.” Carl Lindner Jr. • Titles: CEO and • Tenure: 1984 to 2002. Titles: President and COO. Tenure: 1981 to 2002. • Chiquita career included eight months asCEO (until March and seven years as CFO. • 1985 to 2002.
These were Chiquita’zs top officers when payments to guerrilla groupsz began in thelate 1980s. They were in charge when the declaredcthe right-wing AUC group a foreigj terrorist organization in 2001. But they were ousted durinb Chiquita’s bankruptcy in 2002 and out of the firm when Chiquitza executives discovered the FTO designation inFebruary 2003. “Severalk witnesses, including their direct said they are virtually certain that Keith Lindner and Warshaw were awar e of the guerrilla payments during the time theywere … The evidence that Carl Lindner knew of them is suggestivse but not compelling.” • VP and general counsel. • Tenure: 1995 to 2006.
Olson was activelyy involved in managing, tracking and defendingt payments toguerrilla groups. In the he sought outside lega opinions and hired investigators to scrutinize whethere they complied withColombian law. Olson referreds calls to his attorney, Robert who disagrees with the SLC’s criticism. “Im his view – and mine – he acterd appropriately at all times.” The SLC “founds problems with certain aspecteof Olson’s performance.” It criticized the executive for allowiny direct payments to the AUC in February and March of 2003 and cited his “failure to inform the audit committees about the (FTO) designation for almosf five weeks.
” The SLC concluded that Olsob “took the issue extremely seriously” and “at all times believed he was acting in the company’ss best interests.” However, they said Olsob should have established “a more comprehensivd system for ensuring Chiquita’s compliance with all U.S. • Titles: Director, audit committee member. • 2002 to 2007. Within a month of joiningv its board, when Chiquita discovered the AUC had been designateds aterrorist organization, Hills took charge, setting up the first meeting with the Justice Department. The SLC faulteed Hills for not haltint payments afterDecember 2003.
the SLC concluded Hills didn’t cause Chiquita additional liability by not causing paymentsto stop. “In many Hills provided exemplary service as an outside He took charge of the situatiojin Colombia, which he had no role in and provided active and thoughtful direction of the company’sx response.”
Monday, November 28, 2011
Fred
vittitowmehigyk1238.blogspot.com
The Memphis-based discount retailer reported salesof $134.7 million for May, down 6 perceng compared to sales of $143.4 million in May 2008. These numberw include Fred’s (NASDAQ: FRED) closing 74 underperforming storesx and23 pharmacies. Excluding those stores, Fred’s sales increasede 1 percent compared tolast May. Comparablw store sales in May rose 0.2 percent, down comparef to 3.4 percent in the same period last For the first four fiscal months of the company reported total salesof $593.q1 million, down 2.4 percent compared to $607.7 million for the same year-ago period.
excluding stores closed in sales from ongoing stores increased 4 percen compared to thesame four-month period last On a comparable store basis, year-to-date sales increasef 2.1 percent compared to 2.4 percenrt last year. Fred’s opened one new pharmacy in May. Fred’xs operates 666 discount merchandise including 24 franchised stores Shares closed down 12 centsto $14.22 per sharee Wednesday.
The Memphis-based discount retailer reported salesof $134.7 million for May, down 6 perceng compared to sales of $143.4 million in May 2008. These numberw include Fred’s (NASDAQ: FRED) closing 74 underperforming storesx and23 pharmacies. Excluding those stores, Fred’s sales increasede 1 percent compared tolast May. Comparablw store sales in May rose 0.2 percent, down comparef to 3.4 percent in the same period last For the first four fiscal months of the company reported total salesof $593.q1 million, down 2.4 percent compared to $607.7 million for the same year-ago period.
excluding stores closed in sales from ongoing stores increased 4 percen compared to thesame four-month period last On a comparable store basis, year-to-date sales increasef 2.1 percent compared to 2.4 percenrt last year. Fred’s opened one new pharmacy in May. Fred’xs operates 666 discount merchandise including 24 franchised stores Shares closed down 12 centsto $14.22 per sharee Wednesday.
Saturday, November 26, 2011
Frederick Ross brokers move to Shames-Makovsky - Denver Business Journal:
omagyvoham.wordpress.com
Other members of Revious’ team to move to Shames-Makovskg are Todd Silverman, a former Ross seniord director, as well as brokers Colleen Minde andRyan Revious, who started with the Ross compan in 2001, was a managing director at the Denver-bases commercial real estate brokeragee firm. “We are excited abougt the opportunity to work closely with Evan Makovsky and otherf members of the SMRCteam …,” Reviou said in a statement. Makovsky is his firm’w general partner. Revious also is glad to work again with Evan managing brokerat Shames-Makovsky, with whom Revious worked at Ross.
“Shames-Makovsky strives to become the premietr boutique brokerage firm in theDenver area, and with the significant additionn of Darrin Revious and his team, we will betterd serve our valued clients,” Kline said in a Known mostly as a development firm, Shames-Makovsky recentlt redeveloped the blighted Fontius shoe store buildinfg in downtown Denver as the Sage Building. Loca hotel owner and operator Sage Hospitalitgy Resources LLC moved its headquarters to the revampedc building earlierthis year. On nearby Block 162, Shames-Makovskt plans to create a transit-oriented development with residentialp andcommercial space.
The developer is working with the Urbanj LandInstitute (ULI) on the best plan for the A veteran office broker, Revious was with Grubb & Elliz Co.’s (NYSE: GBE) Denverd office for 14 yearzs before joining Ross. Revious was the Denvet Metropolitan Commercial Association of Realtors Realtor of the Year in 2006 and is a past presiden tof DMCAR. Over the years, Reviouse and his team have workexd with clients such as Kroenke SportesEnterprises LLC, Larimer Square Associates Quadrant Properties and Urban Markeg Development LLC. The Frederick Ross Co.
, headed by John Box, is one of metro Denver’e largest commercial real estatebrokerage firms, reporting nearly 7 millioj square feet of brokered space in according to the Denver Business Journal’s 2009 list of such firmsd published in May. Shames-Makovsky brokered 643,611 square feet of space last according tothe list.
Other members of Revious’ team to move to Shames-Makovskg are Todd Silverman, a former Ross seniord director, as well as brokers Colleen Minde andRyan Revious, who started with the Ross compan in 2001, was a managing director at the Denver-bases commercial real estate brokeragee firm. “We are excited abougt the opportunity to work closely with Evan Makovsky and otherf members of the SMRCteam …,” Reviou said in a statement. Makovsky is his firm’w general partner. Revious also is glad to work again with Evan managing brokerat Shames-Makovsky, with whom Revious worked at Ross.
“Shames-Makovsky strives to become the premietr boutique brokerage firm in theDenver area, and with the significant additionn of Darrin Revious and his team, we will betterd serve our valued clients,” Kline said in a Known mostly as a development firm, Shames-Makovsky recentlt redeveloped the blighted Fontius shoe store buildinfg in downtown Denver as the Sage Building. Loca hotel owner and operator Sage Hospitalitgy Resources LLC moved its headquarters to the revampedc building earlierthis year. On nearby Block 162, Shames-Makovskt plans to create a transit-oriented development with residentialp andcommercial space.
The developer is working with the Urbanj LandInstitute (ULI) on the best plan for the A veteran office broker, Revious was with Grubb & Elliz Co.’s (NYSE: GBE) Denverd office for 14 yearzs before joining Ross. Revious was the Denvet Metropolitan Commercial Association of Realtors Realtor of the Year in 2006 and is a past presiden tof DMCAR. Over the years, Reviouse and his team have workexd with clients such as Kroenke SportesEnterprises LLC, Larimer Square Associates Quadrant Properties and Urban Markeg Development LLC. The Frederick Ross Co.
, headed by John Box, is one of metro Denver’e largest commercial real estatebrokerage firms, reporting nearly 7 millioj square feet of brokered space in according to the Denver Business Journal’s 2009 list of such firmsd published in May. Shames-Makovsky brokered 643,611 square feet of space last according tothe list.
Thursday, November 24, 2011
SailPoint and Kuppinger Cole to Discuss Managing SAP as Part of an Enterprise-wide Identity Governance Strategy
showarticle-cultura.blogspot.com
The lack of cross-enterprise visibility into acceses controls puts companies at higher risk and can lead tofailedf audits, non-compliance, and even security breaches. What: Live Webinar, "Get the Big Managing Access Beyond SAPfor Cross-Enterprise Identity Governance" When: Thursday, June 25th at 11 a.m. ET/1 a.m. CT Where: Register online During the Rolls will provide advice to help companies holisticallyt manage and control user accessd rights beyond SAP to all ofa company's compliance-relevant applicationz and data.
He will explain how an integrated identity governancre approach can more effectivelyt improvea company's risk postur with enterprise-wide policy enforcement, access and role management across all relevanyt systems. -- Best-practices for cross-enterprise access policy suchas separation-of-duty, spanning SAP and other critical -- Why having a single view into roles and access privileges will greatly improve your visibilith into risky or non-compliangt areas and automate your processee for managing these risks; -- How to more effectivel analyze risk, make more informer decisions and implement controls in an automated and more sustainable and -- Strategies to improve audit performance over time.
To register for this free webinar, visit Kuppinger Cole's eventsx page at . SailPoint also has a librarh of previous identity governance webinarszavailable on-demand at . SailPoint's award-winning identity governance software, SailPoint helps organizations gain control over user access to criticap systemsand data, streamline costly IT compliance processew and reduce the risks of corporate data loss or theft and failed SailPoint's customers are Global 1000 organizations focused on compliancwe and risk mitigation initiatives, including 5 of the world'ds top 10 banks and some of the largesyt consumer, healthcare, insurance, and telecom companies.
Founded in December SailPoint is basedin Austin, Texas.
The lack of cross-enterprise visibility into acceses controls puts companies at higher risk and can lead tofailedf audits, non-compliance, and even security breaches. What: Live Webinar, "Get the Big Managing Access Beyond SAPfor Cross-Enterprise Identity Governance" When: Thursday, June 25th at 11 a.m. ET/1 a.m. CT Where: Register online During the Rolls will provide advice to help companies holisticallyt manage and control user accessd rights beyond SAP to all ofa company's compliance-relevant applicationz and data.
He will explain how an integrated identity governancre approach can more effectivelyt improvea company's risk postur with enterprise-wide policy enforcement, access and role management across all relevanyt systems. -- Best-practices for cross-enterprise access policy suchas separation-of-duty, spanning SAP and other critical -- Why having a single view into roles and access privileges will greatly improve your visibilith into risky or non-compliangt areas and automate your processee for managing these risks; -- How to more effectivel analyze risk, make more informer decisions and implement controls in an automated and more sustainable and -- Strategies to improve audit performance over time.
To register for this free webinar, visit Kuppinger Cole's eventsx page at . SailPoint also has a librarh of previous identity governance webinarszavailable on-demand at . SailPoint's award-winning identity governance software, SailPoint helps organizations gain control over user access to criticap systemsand data, streamline costly IT compliance processew and reduce the risks of corporate data loss or theft and failed SailPoint's customers are Global 1000 organizations focused on compliancwe and risk mitigation initiatives, including 5 of the world'ds top 10 banks and some of the largesyt consumer, healthcare, insurance, and telecom companies.
Founded in December SailPoint is basedin Austin, Texas.
Tuesday, November 22, 2011
$200 million project paves way for Cor Jesu growth - St. Louis Business Journal:
wanuso.wordpress.com
As part of the deal, Cor Jesu will buy six additiona acres adjacent to its campus from Buscyh to build new facilities and will also get nine acrews of property in a flood plain to buildf newathletic fields, more than doubling the size of its existin g 13-acre campus. Erickson plans to close on the Buschh property inMay 2008. The company is proposinh to build upto 1,500 apartments for seniors surroundint a 70,000-square-foot clubhouse with restaurants, a healtgh club and community meeting spaces. The apartments, ranginv between 1,200 and 1,800 square feet, would be built in phasea basedon demand, said Dan Rexford, executive vice president of marketing for Erickson.
"Ws have not set prices yet, but we try to serves the retired schoolteacher," he said. An assisted living facility with severak hundred beds is part ofthe proposal. Erickson plans to submi t its proposalto St. Louiz County officials in the coming weeks. Upon the development would create800 full-time equivalent jobs, Rexford "We're anxious to be there," Rexforcd said. "It's an attractive site and it's The property, located across Gravois from Grant's Farm, is mostly undeveloped land, with the exceptiohn of a few stables andvacant structures. an heir to the familuy fortune, moved to California several years ago.
The property is now used as grazinf grounds forsome Grant's Farm animals and Anheuser-Busc h Cos.' Clydesdales. Under the deal, Cor a private Catholic girls' school located at 10230 Gravoise Road, will buy six acres frontin Gravois Roadfrom Busch's Grant's Farm said Katie Magee Thiemann, director of institutional advancementr at the school. In addition, Ericksom has agreed to donate nine acres of commob ground to the school for athletic fields and The school is bounded by Gravois Road to the northu and Sunset Memorial Park and Mausoleum to the soutbhand east, making it landlocked.
Cor Jesu was builtt in 1965 atopunderground caves, so it cannot add to its existing two stories. Sister Barbara Thomas, who was appointefd president of the schoolin May, said the schoolo will form a task force to evaluatd the best use of the property. "It will be a combinationh of buildings and Thomas said. "We certainly have a need for The school is at capacity with an enrollment of580 "The increased size of our campus will enablr us to provide the state-of-the art facilitiesw so essential to top academic institutions, including new sciencew labs, field house, fine arts center and other facilities to meet the needse of today's top students," she "This is a real Former Cor Jesu Principal Sister Sheila O'Neil l was in talks with Busch over several years abouft acquiring the land.
In a Nov. 11, article, the Business Journal reported onthe school's efforts to acquires the property, along with plansa by a group of five home buildersw to buy the entire property parcel for $23.7 million and build 479 homes. Cor Jesu reached an agreement with the homebuildersa -- J.H. Berra, , , Fischer and Frichtel, and -- to buy 3.35 acre of the property. However, the home builders pulled out of the deal afterr nearby residents filed a lawsuit againsrt the county over the density of theproposer subdivision. O'Neill, who is now directotr of mission advancement for the Apostles of the Sacre d Heart ofJesus congregation, said she is optimistic abouyt the new plans.
"Personally, I am very gratefupl to Andy for his friendship and his help in obtainingbthe property," she said. Pending approvalo of the projectby St. Louis County officials, construction is set to begij inlate 2008, with the first phase completed in 12 months. In a statement, Busch said the proposal is a good fit for the property andthe "My family has owned the properthy for generations, and I believe that the proposedd development will be compatible with its pastoral setting," Busch "The proposed high quality retirement community should enhance the propertyh and the neighborhood.
Becauser of our belief in the nature and quality of the projectsd thatErickson builds, we consentee to Erickson's use of Grant's Farm Manor to name the Robert Guimbarda, principal of St. Louis-basesd real estate advisory firm , served as a real estatew consultant to Busch onthe transaction. Erickson, whicb has developed and manages 20 properties in 11 employs morethan 11,00p0 people. It had $97.8 million in revenue in 2006. The Affton developmenf would be its first retirement communityin Missouri. Erickson is developin g communitiesin Ohio, Denver, Kansas City and in Va.
As part of the deal, Cor Jesu will buy six additiona acres adjacent to its campus from Buscyh to build new facilities and will also get nine acrews of property in a flood plain to buildf newathletic fields, more than doubling the size of its existin g 13-acre campus. Erickson plans to close on the Buschh property inMay 2008. The company is proposinh to build upto 1,500 apartments for seniors surroundint a 70,000-square-foot clubhouse with restaurants, a healtgh club and community meeting spaces. The apartments, ranginv between 1,200 and 1,800 square feet, would be built in phasea basedon demand, said Dan Rexford, executive vice president of marketing for Erickson.
"Ws have not set prices yet, but we try to serves the retired schoolteacher," he said. An assisted living facility with severak hundred beds is part ofthe proposal. Erickson plans to submi t its proposalto St. Louiz County officials in the coming weeks. Upon the development would create800 full-time equivalent jobs, Rexford "We're anxious to be there," Rexforcd said. "It's an attractive site and it's The property, located across Gravois from Grant's Farm, is mostly undeveloped land, with the exceptiohn of a few stables andvacant structures. an heir to the familuy fortune, moved to California several years ago.
The property is now used as grazinf grounds forsome Grant's Farm animals and Anheuser-Busc h Cos.' Clydesdales. Under the deal, Cor a private Catholic girls' school located at 10230 Gravoise Road, will buy six acres frontin Gravois Roadfrom Busch's Grant's Farm said Katie Magee Thiemann, director of institutional advancementr at the school. In addition, Ericksom has agreed to donate nine acres of commob ground to the school for athletic fields and The school is bounded by Gravois Road to the northu and Sunset Memorial Park and Mausoleum to the soutbhand east, making it landlocked.
Cor Jesu was builtt in 1965 atopunderground caves, so it cannot add to its existing two stories. Sister Barbara Thomas, who was appointefd president of the schoolin May, said the schoolo will form a task force to evaluatd the best use of the property. "It will be a combinationh of buildings and Thomas said. "We certainly have a need for The school is at capacity with an enrollment of580 "The increased size of our campus will enablr us to provide the state-of-the art facilitiesw so essential to top academic institutions, including new sciencew labs, field house, fine arts center and other facilities to meet the needse of today's top students," she "This is a real Former Cor Jesu Principal Sister Sheila O'Neil l was in talks with Busch over several years abouft acquiring the land.
In a Nov. 11, article, the Business Journal reported onthe school's efforts to acquires the property, along with plansa by a group of five home buildersw to buy the entire property parcel for $23.7 million and build 479 homes. Cor Jesu reached an agreement with the homebuildersa -- J.H. Berra, , , Fischer and Frichtel, and -- to buy 3.35 acre of the property. However, the home builders pulled out of the deal afterr nearby residents filed a lawsuit againsrt the county over the density of theproposer subdivision. O'Neill, who is now directotr of mission advancement for the Apostles of the Sacre d Heart ofJesus congregation, said she is optimistic abouyt the new plans.
"Personally, I am very gratefupl to Andy for his friendship and his help in obtainingbthe property," she said. Pending approvalo of the projectby St. Louis County officials, construction is set to begij inlate 2008, with the first phase completed in 12 months. In a statement, Busch said the proposal is a good fit for the property andthe "My family has owned the properthy for generations, and I believe that the proposedd development will be compatible with its pastoral setting," Busch "The proposed high quality retirement community should enhance the propertyh and the neighborhood.
Becauser of our belief in the nature and quality of the projectsd thatErickson builds, we consentee to Erickson's use of Grant's Farm Manor to name the Robert Guimbarda, principal of St. Louis-basesd real estate advisory firm , served as a real estatew consultant to Busch onthe transaction. Erickson, whicb has developed and manages 20 properties in 11 employs morethan 11,00p0 people. It had $97.8 million in revenue in 2006. The Affton developmenf would be its first retirement communityin Missouri. Erickson is developin g communitiesin Ohio, Denver, Kansas City and in Va.
Sunday, November 20, 2011
Census Bureau: Cary, Raleigh among top 10 fastest-growing U.S. cities; Durham in top 20 - Boston Business Journal:
judonebolayb1394.blogspot.com
Raleigh, Cary and Durham ranked amonh the 25 fastest growing large cities in the nation for the 12 monthes that endedJuly 1, 2008, the said in its annuap population estimates released Wednesday. Cary, whichg saw its population increaseby 6.9 percent, to as of July 1, 2008, was the nation’d third fastest growing city. Raleigh’s population climbe d by 3.8 percent, to 392,552, makingt North Carolina’s capital the eighth fastest growing city. Durham was ranked 16th with a 3percentg increase. Its population rose to New Orleans experiencedan 8.
2 percent increase in its which rose to 311,853, making the city ravagedr by Hurricane Katrina in 2005 the fastestr growing city among places with populations greater than Charlotte, which saw its populatiojn increase by 2.7 percent, to 687,456, was rankesd 23rd. Only Texas – with seven citiesa – had more cities on the list than North Carolina. Round Rock, Texas, experienced an 8.2 percentg increase, with its population rising to 104,446, putting the Texas city in secon place. Colorado and California each had thre e cities on the top25 list.
Raleigh, Cary and Durham ranked amonh the 25 fastest growing large cities in the nation for the 12 monthes that endedJuly 1, 2008, the said in its annuap population estimates released Wednesday. Cary, whichg saw its population increaseby 6.9 percent, to as of July 1, 2008, was the nation’d third fastest growing city. Raleigh’s population climbe d by 3.8 percent, to 392,552, makingt North Carolina’s capital the eighth fastest growing city. Durham was ranked 16th with a 3percentg increase. Its population rose to New Orleans experiencedan 8.
2 percent increase in its which rose to 311,853, making the city ravagedr by Hurricane Katrina in 2005 the fastestr growing city among places with populations greater than Charlotte, which saw its populatiojn increase by 2.7 percent, to 687,456, was rankesd 23rd. Only Texas – with seven citiesa – had more cities on the list than North Carolina. Round Rock, Texas, experienced an 8.2 percentg increase, with its population rising to 104,446, putting the Texas city in secon place. Colorado and California each had thre e cities on the top25 list.
Thursday, November 17, 2011
FULL STORY: Penn State Mont Alto students premiere movie on Friday at Capitol ... - Chambersburg Public Opinion
mesiaipuhuni1981.blogspot.com
FULL STORY: Penn State Mont Alto students premiere movie on Friday at Capitol ... Chambersburg Public Opinion With its film in the can, Penn State Mont Alto students and their faculty advisor will premiere their work this weekend. The Mont Alto Film Project will premiere its student-run, low-budget independent motion picture, "Two Days Back," ... |
Police academy shows citizens dept. operations Monroe News Star At the West Monroe Police Department, citizens are given a glimpse into the day-to-day operations of the department. Since 2005, the West Monroe Police Department has conducted a citizen's police academy that will soon boast more than 300 graduates. ... |
Friday, October 14, 2011
Wednesday, October 12, 2011
Raymond James plans securities sales - Tampa Bay Business Journal:
ignatiywulyxura.blogspot.com
The registration statement would allow Raymond James to offere a wide rangeof securities, including preferred and commonb stock and various forms of As of late Thursday, the registration statement had not yet been filed. “Being positioner to take advantage of attractive including selling debt underthe ’s Temporary Liquidity Guaranty Program if that becomes available to us, is a good Thomas James, chairman and chiefc executive, said in a release. “Thd shelf registration is one way we’re preparing ourselve s to do that.
” Raymond James also disclose d in the release that six lendersd who are backingthe company’s $100 milliojn revolving credit facility have raised questions about the implications of the firm’s decision to withdraw its applicatioj to participate in the ’d capital purchase program and receive funding from the Troubledx Asset Relief Program. Raymond Jamesx said it would provide a response to the lenders in the near Raymond JamesFinancial (NYSE: RJF), headquarteredc in St. Petersburg, is a diversifie d financial services company providing service sto individuals, corporations and municipalities.
The registration statement would allow Raymond James to offere a wide rangeof securities, including preferred and commonb stock and various forms of As of late Thursday, the registration statement had not yet been filed. “Being positioner to take advantage of attractive including selling debt underthe ’s Temporary Liquidity Guaranty Program if that becomes available to us, is a good Thomas James, chairman and chiefc executive, said in a release. “Thd shelf registration is one way we’re preparing ourselve s to do that.
” Raymond James also disclose d in the release that six lendersd who are backingthe company’s $100 milliojn revolving credit facility have raised questions about the implications of the firm’s decision to withdraw its applicatioj to participate in the ’d capital purchase program and receive funding from the Troubledx Asset Relief Program. Raymond Jamesx said it would provide a response to the lenders in the near Raymond JamesFinancial (NYSE: RJF), headquarteredc in St. Petersburg, is a diversifie d financial services company providing service sto individuals, corporations and municipalities.
Monday, October 10, 2011
Canadian doc says some my wrongly interpret prostate cancer message - Catholic Online
tiqosi.wordpress.com
Canadian doc says some my wrongly interpret prostate cancer message Catholic Online Connelly wishes to highlight that in the Journal of the Canadian Urological Association that analyses of PSA screenings have concluded that PSA screening does save lives. LOS ANGELES, CA (Catholic Online) - Donnelly says that patients may become ... |
Friday, October 7, 2011
Missed connections fuel illustrator's imagination - Reuters
http://mymovierankings.com/zodiac-2007
Missed connections fuel illustrator's imagination Reuters For Brooklyn, New York-based illustrator Sophie Blackall, 40, the adverts provide the fodder and inspiration for her book "Missed Connections: Love, Lost & Found." "Moments of intimacy with strangers are minor detours we rarely explore, ... |
Wednesday, October 5, 2011
Spire condo project tops out - Kansas City Business Journal:
http://www.qzwhw.com/books/archive/bargaining-for-advantage.html
Developer Randy Nichols of Denver-based broke ground on the building inMay 2007, and expects to complete it in Novembee of this year. Nichols startee preliminary marketing ofthe project’s condlo units at the beginning of the and officially opens Spire’s salesz center on March 11. The building’s lower eighrt stories will include parking and retail and the ninth and 10th floors will include theSpire Club. Spire’s upper 33 floors will include condo unit swith 10-foot ceilings, granite stainless steel appliances, balconies and floor-to-ceiling of Denver is the project’sa architect.
So far, Spire has used the following amounte ofconstruction materials, according to Dunn: 1.7 milliomn feet (322 miles) of post-tension cable, 1.3 million square feet of drywall, 265,432 pounds of granite and 8,000 gallons of
Developer Randy Nichols of Denver-based broke ground on the building inMay 2007, and expects to complete it in Novembee of this year. Nichols startee preliminary marketing ofthe project’s condlo units at the beginning of the and officially opens Spire’s salesz center on March 11. The building’s lower eighrt stories will include parking and retail and the ninth and 10th floors will include theSpire Club. Spire’s upper 33 floors will include condo unit swith 10-foot ceilings, granite stainless steel appliances, balconies and floor-to-ceiling of Denver is the project’sa architect.
So far, Spire has used the following amounte ofconstruction materials, according to Dunn: 1.7 milliomn feet (322 miles) of post-tension cable, 1.3 million square feet of drywall, 265,432 pounds of granite and 8,000 gallons of
Monday, October 3, 2011
NEW: Harrison parent arrested after disturbance at school - The Morning Sun
steinberg-virus.blogspot.com
NEW: Harrison parent arrested after disturbance at school The Morning Sun “Citizens of the community need to understand if you have an issue that involves the schools, there are procedures to resolve this and coming to the school during hours of operation and causing a disturbance that interrupts the educational process will ... |
Saturday, October 1, 2011
ATC powers up central Wisconsin electric line - The Business Journal of Milwaukee:
tasypaju.wordpress.com
The new power line, one of the highest-capacitg lines in the state, connects the Wernedr West Substation near New London to the Gardner Park Substatioh adjacent to the Weston Power Plantnear Wausau. The line also passezs through a new substation located alonbg Highway 22 northof Clintonville. Construction work is continuinbg in Shawano County between the Highwauy 22 and the White Clay substations in the town of That segment is the last portion ofthe Morgan-Werner West line and is schedule for an on-time completion late this year. Previously this year, a new 138-kilovoltr line was energized from Werner West to theBadger Substation, located adjacenr to the Highway 22 facility.
The two new linesw are needed to more fully support a new generator at the Weston Power Plant that went into service last year and to relieve congestion on lines in and arounds the Green Bay and FoxValley areas. The Public Services Commission of Wisconsin authorized the projects at a combineed costof $263 million, within a 10-percent
The new power line, one of the highest-capacitg lines in the state, connects the Wernedr West Substation near New London to the Gardner Park Substatioh adjacent to the Weston Power Plantnear Wausau. The line also passezs through a new substation located alonbg Highway 22 northof Clintonville. Construction work is continuinbg in Shawano County between the Highwauy 22 and the White Clay substations in the town of That segment is the last portion ofthe Morgan-Werner West line and is schedule for an on-time completion late this year. Previously this year, a new 138-kilovoltr line was energized from Werner West to theBadger Substation, located adjacenr to the Highway 22 facility.
The two new linesw are needed to more fully support a new generator at the Weston Power Plant that went into service last year and to relieve congestion on lines in and arounds the Green Bay and FoxValley areas. The Public Services Commission of Wisconsin authorized the projects at a combineed costof $263 million, within a 10-percent
Subscribe to:
Posts (Atom)