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.
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