http://ncartsinaction.org/news-and-info/StudentsLearnFromAMaster.html
Nonprofits are showing recession-defying zeal and, once have avoided financial doom. Local organizationx have stared down predictions of sharp falloffs in in some cases surpassinggtheir goals. But these victories have come ata cost. Boston’a nonprofit leaders are findingthat arm-twisting and pennt pinching is what it takes to hold a successful recession-yeatr event. Yet, even when facef with the prospect of pushing board members harderd to network and risking that tickets and tablesa willnot sell, leaders of most organizations have determined that foregoingf their fundraisers is not an option.
That’s because not having a fundraisere poses abigger risk: the loss of much-needed revenue and the opportunitgy to raise awareness about an organization’s “It’s huge,” said Joan the vice president overseeing development for . The hospital’sx charitable foundation held its 10th annual fundraiserrin May, generating about 12 percenft of the hospital’s foundation’s $6.5 million fundraisin g goal for 2009. “After that gala, I’ve closefd on several major gifts. Once I had 800 people it wasn’t just about cocktail and dancing.
I had to seize the opportunityg to do someserious , for one, is on the social docker this week, with a goal of selling between 250 and 300 tickete for a champagne barbecue under a tent in its Roxburyy parking lot. So far, 250 tickets are sold. “We felt that this is more thana It’s an awareness raiser. We wanted to give it our full saidCarol Ishkanian, vice president of development and external Board members and development staffsx have been working hard and workintg every personal and professional relationshi they can.
“If you don’t have that core group of volunteere champions, it’s going to be really hard to run asuccessfupl fundraiser,” said Chuck chief development officer for , which recently held its Starry Starrgy Night event. And board members have been sharpeninggtheir message, explaining time and agai n why buying a $5,000 or $10,000 table is more critical this “My sense was that it took two or threr or times the effort to get the same leve of dollars,” said Sandy chairwoman of the board at , which held its annual hous e party fundraiser in early May. The eventt raised more than $1.6 which was the goal it needes to meetthe organization’s $14.
4 million operating “The board came together and said there’ a very real cost to not making the goal.” Revenue from most of these springtime events is on par with last some even hitting higher than their fundraising When the of Massachusettss Bay and Merrimack Valley canceled its annual Lawyer’d Leadership breakfast in late Marcb eyebrows raised and tongues The decision, a United Way spokeswoman said, had nothing to do with Some nonprofit leaders said they gave long consideration to the wisdo m of holding a gala, though they did, in the end, move “Pulling the rug out from underneatuh the event — it’s not investing in the It’s not long-term.
It’s not said Bryan Rafanelli, founder of Rafanellk Events, who works with many Archer, for one, “dug and met individually with many of thehospitak foundation’s large donors to gauge theid support before she proceeded with the Newton-Wellesley event. “I askef them very honestly if this was somethinvg they couldcontinue supporting,” Archer said. If there is a dollard drop-off anywhere, it is with the table again forcing organizations to work harde to make upthe “If someone sponsored $10,000 last year, and this year only you’ve got your work cut out for said Judy Harrington, development director for Boston Partnersd in Education.
The organization’s late April fundraiser at the , markingg the 5th anniversary of the BigCheese Reads, raised $215,000, about the same as in she said. While the number of sponsorshipss increased, she said, the dollar amounts “We worked harder for it.” Unexpectee twists have helped. A group of executives who have strong connectione with theBoys & Girls Clubes of Boston — one of them a boarx member — together put up $225,000 beforw the organization’s recent house partyt and challenged their Bain colleaguezs to a one-to-one match.
Similarly, during ’ April fundraiser at Radius, owner and chef Michael Schloq suddenly offered to treat any group of four to dinnetr at a half dozen restaurants if the groudonated $10,000 to Big Sister. Two groups stepped forward and Big Sistersraised $20,000, bringint the event total to $120,000, within $5,0000 of last year. Separate from the work of boardxsand supporters, though no less this year’s fundraisers in part have surviver on cost savings. Every organization has a laundry list of giftsfor guests, fancy table linens, high-price d hors d’oeuvres, glitzy decorationsz and the like. The tricik has been to retain quality at a much loweprice tag.
City Year, for slashed its Starry Starry Night budget by 40 largely by moving the eveny to the Boston Conventioband . Expensive floral arrangements out. Tables were decorated with homemade centerpieces designedx from City Year Instead ofexpensive food, the pre-dinnedr reception featured a Fenway hot dogs, popcorn, Cracker Jacks.
Wednesday, March 30, 2011
Tuesday, March 29, 2011
Harpeth Hall teams up to create online girls school - Boston Business Journal:
blog.com
The Online School for Girls will beginb offering courses this including two this fall and four in the sprinfg 2010 semesterspanning math, science and the Students at the member schools will take the classes and evaluater them as a pilot run. One initial calculuss class will be taught by Harpeth Hall math teache rJennifer Webster. The other schoolws in the group are the in the in Ohio and in all with tuition ranginyg fromabout $20,000 to $40,000o per year. Ann the head of Harpeth Hall, says the goal of the onlins school is to provide a rigorous education in an online settinbg thatis flexible, affordable and accessible to girls arouncd the world.
She says the curriculum will be expandedf incoming years. The effory reflects how rapidly online education is being adopted in even the most exclusivwe enclaves of private education as schools utilize the Internet to fostedr a global worldview in their studentes and diversify thelearning experience. More than 1 million secondaryu school students took an online course and studentsw at 70 percent of high schools enrolled in one durinthe 2007-2008 school year, according to “K-12 Online Learning: A 2008 Follow-up of the Survey of U.S. School District Administrators.” The report also findsz schools in 44 states are creating onlinesecondary schools.
the Online School for Girls will be the firstonline same-sex school. At the graduate Harvard, Duke and other exclusive universities now offer severaklspecialized master’s degrees for which the coursework can be takeb mostly online. They are aimed at professionals who wish to enhancwe their credentials to advance in their Karen Douse, Harpeth Hall’s library and informatiob services director, says online education is rapidly becoming “w cornerstone of the educational experience.
”
The Online School for Girls will beginb offering courses this including two this fall and four in the sprinfg 2010 semesterspanning math, science and the Students at the member schools will take the classes and evaluater them as a pilot run. One initial calculuss class will be taught by Harpeth Hall math teache rJennifer Webster. The other schoolws in the group are the in the in Ohio and in all with tuition ranginyg fromabout $20,000 to $40,000o per year. Ann the head of Harpeth Hall, says the goal of the onlins school is to provide a rigorous education in an online settinbg thatis flexible, affordable and accessible to girls arouncd the world.
She says the curriculum will be expandedf incoming years. The effory reflects how rapidly online education is being adopted in even the most exclusivwe enclaves of private education as schools utilize the Internet to fostedr a global worldview in their studentes and diversify thelearning experience. More than 1 million secondaryu school students took an online course and studentsw at 70 percent of high schools enrolled in one durinthe 2007-2008 school year, according to “K-12 Online Learning: A 2008 Follow-up of the Survey of U.S. School District Administrators.” The report also findsz schools in 44 states are creating onlinesecondary schools.
the Online School for Girls will be the firstonline same-sex school. At the graduate Harvard, Duke and other exclusive universities now offer severaklspecialized master’s degrees for which the coursework can be takeb mostly online. They are aimed at professionals who wish to enhancwe their credentials to advance in their Karen Douse, Harpeth Hall’s library and informatiob services director, says online education is rapidly becoming “w cornerstone of the educational experience.
”
Sunday, March 27, 2011
Architects picking up something at the shops - San Francisco Business Times:
chauezhelolocu1622.blogspot.com
That has meant that retail architecture practices have boomex in thepast decade, with San Francisco-based leadingt the explosion. Retail is now one of this office's largest practicde areas. "Competition (among retailers) is so said Jeff Henry, a principao in Gensler's San Francisco office. Interiors are one way that retailersw candifferentiate themselves, and so improve theier bottom lines. 's recent performance highlightz thisretail truth. One of the company'zs chief strategies to reversea two-year slide in same-storew sales is a complete store redesignh that it tested last year in Denver.
That redesig has impressed shoppers and investorxs in the four cities wherw ithas debuted, though the San Francisco-basec retailer will not comment on how sales improveed at the remodeled stores. "Gap ownedd the white-wall-and-maple-floor look," Henryt said of Gap's years-old store design. "But everyon caught up." To shoppers, a stale look can be read as stalew style, and Gap's shoppersw have seemed tired ofthe "There are so many choices where consumersw can buy the same products, and it's the retailerds who create the most memorable experiencesa who attract repeat customers," said Chris Barriscale, a principaol with , which opened its San Francisco office in July 2004.
Gap was slow to realize it had lost itsdesigb preeminence, but once it did, it callee Gensler, which has designed almost all Gap branrd stores from the company's start. Gap spenf a lot of time researching its The lighting hasbeen softened, sitting areas the floors made dark. Gap found that women shoppersalike mystery, meandering through a space to discover merchandiss gems. Men hate that. So the men's and women's sides of the storeas are separateand distinct. The men's side is open so shoppers can easilyh find whatthey want. The women's side, by contrast, is divides into smaller spaces.
Gensler worked with Gap's in-house desigjn team for over a year on the With a fleet of morethan 3,000p stores, a complete redesig n of all Gap storeds is too expensive to do in one go. To close to 60 stores in Hartford, Conn., New York, San Diego and Palo Alto have undergond some elements of the and Gap expects to remodel 20 morein 2006. Some storeas have been closed for three monthx duringthe remodel. Others, like Palo Alto, incorporat e only some elements of the redesign and so remaine d open duringthe makeover. The Gensler folkw also came upwith smaller, less-expensive change s the retailer can implement now.
Storefronts provide one such Gensler envisions every Gap witha blue-framed entryway, whethed it is in a mall or on a high "Our intent ... is to create an element so iconographic that you can see the blue box and not even need a Gap saidMichael Bodziner, a principal at Gensler. "Like the goldenn arches." "Getting into the customer'es mind is almost more important than getting into the right Henry added. Retail interiors are very much abouyta brand. But succeszs breeds copycats, so smart merchant s will retool their brands and reconfiguree them once theybecome "All retailers have to evolve and refresh theie looks," Barriscale said.
"A lifetime of the typicao store these days is about five years for a small store, and department stores are constantlh undergoing renovation." RYA Design Consultancy is working on the new 340,000-square-foott that will open on Mission Street in the fall, and Barriscals said that being able to evolve and adaprt to its customers' changingh tastes is built into its architecturalo design. The San Francisco Bloomingdale'zs flagship will feature smaller retail spaceds that operate as specialty stores within the bigdepartment store.
Bloomingdale's tried out that architectural approach inits smaller-format SoHo stor in New York and found that customers responded with their Barriscale said. "The Missionh store will be more like a series of specialty shops bundled together underthe Bloomingdale's umbrella," Barriscals said. Understanding a store's customersz and creating an environment with them in mind is cruciakl toretail success, and meansw that retail architecture is not pure Industry leaders incorporate elements of consumer psychology, brand strategy and packaging into their and some even participates in developing new concepts.
Gensledr did that with , which launched One Thousand and RYA worked closely with Bebe when it decided to roll out Especiallyfor large, multi-channel retailers, the in-storde experience is one big brandinfg opportunity. Channel consistency is key, and that, too, can be achievec by design. "Retail is a critical part of abranx experience," said David Zapata, creative director for Fitch'es San Francisco office.
"Apple is a terrifi c example where itsweb site, retail and the customer's experience with the product are all seamlessly integrated in your absolute delight in this technology and your sensse of accessing something special, and that you'rd special as a result." The right look can boost though authenticity is key. As customers become more sophisticated, design can't do it all; thers must be substance to the brand beneatb thecosmetic surface.
"In terms of keepinb environments current, brands are more appreciative of the need for refreshment than theyhave been," Zapata That is good news for the retail architecture field, where keepinv ahead of the fashion curve means retaikl architects have built-in work. "When we design, we desigjn with the idea that this concept be replicatedrmany times. That's key to how we do it," Henrh said. Gensler designed the Forever 21 store on Powel l Street in San from the preservation of thehistorical façade to the additiobn of a mezzanine to the 40,000-square-foot interior. That gig led to Gensler assisting inForever 21' new flagship in SoHo.
Gensler has also designedx the new store in has assissted with the newBoston store, and will be workiny with Barneys on its upcoming San Francisco store. It is working on the stor e that will open this yearat , and coulxd have a hand in future storew as Williams-Sonoma expands its new concept. Successful retaip architecture expresses retail strategy throug abuilt environment. "While we would love to come in and creatwe an odeto architecture, that's not what it's about in Henry said. "Architecture can't over-dominats the product," Bodziner added. "In retail, architecture always plays a supportinvg role; it's not the main event.
"
That has meant that retail architecture practices have boomex in thepast decade, with San Francisco-based leadingt the explosion. Retail is now one of this office's largest practicde areas. "Competition (among retailers) is so said Jeff Henry, a principao in Gensler's San Francisco office. Interiors are one way that retailersw candifferentiate themselves, and so improve theier bottom lines. 's recent performance highlightz thisretail truth. One of the company'zs chief strategies to reversea two-year slide in same-storew sales is a complete store redesignh that it tested last year in Denver.
That redesig has impressed shoppers and investorxs in the four cities wherw ithas debuted, though the San Francisco-basec retailer will not comment on how sales improveed at the remodeled stores. "Gap ownedd the white-wall-and-maple-floor look," Henryt said of Gap's years-old store design. "But everyon caught up." To shoppers, a stale look can be read as stalew style, and Gap's shoppersw have seemed tired ofthe "There are so many choices where consumersw can buy the same products, and it's the retailerds who create the most memorable experiencesa who attract repeat customers," said Chris Barriscale, a principaol with , which opened its San Francisco office in July 2004.
Gap was slow to realize it had lost itsdesigb preeminence, but once it did, it callee Gensler, which has designed almost all Gap branrd stores from the company's start. Gap spenf a lot of time researching its The lighting hasbeen softened, sitting areas the floors made dark. Gap found that women shoppersalike mystery, meandering through a space to discover merchandiss gems. Men hate that. So the men's and women's sides of the storeas are separateand distinct. The men's side is open so shoppers can easilyh find whatthey want. The women's side, by contrast, is divides into smaller spaces.
Gensler worked with Gap's in-house desigjn team for over a year on the With a fleet of morethan 3,000p stores, a complete redesig n of all Gap storeds is too expensive to do in one go. To close to 60 stores in Hartford, Conn., New York, San Diego and Palo Alto have undergond some elements of the and Gap expects to remodel 20 morein 2006. Some storeas have been closed for three monthx duringthe remodel. Others, like Palo Alto, incorporat e only some elements of the redesign and so remaine d open duringthe makeover. The Gensler folkw also came upwith smaller, less-expensive change s the retailer can implement now.
Storefronts provide one such Gensler envisions every Gap witha blue-framed entryway, whethed it is in a mall or on a high "Our intent ... is to create an element so iconographic that you can see the blue box and not even need a Gap saidMichael Bodziner, a principal at Gensler. "Like the goldenn arches." "Getting into the customer'es mind is almost more important than getting into the right Henry added. Retail interiors are very much abouyta brand. But succeszs breeds copycats, so smart merchant s will retool their brands and reconfiguree them once theybecome "All retailers have to evolve and refresh theie looks," Barriscale said.
"A lifetime of the typicao store these days is about five years for a small store, and department stores are constantlh undergoing renovation." RYA Design Consultancy is working on the new 340,000-square-foott that will open on Mission Street in the fall, and Barriscals said that being able to evolve and adaprt to its customers' changingh tastes is built into its architecturalo design. The San Francisco Bloomingdale'zs flagship will feature smaller retail spaceds that operate as specialty stores within the bigdepartment store.
Bloomingdale's tried out that architectural approach inits smaller-format SoHo stor in New York and found that customers responded with their Barriscale said. "The Missionh store will be more like a series of specialty shops bundled together underthe Bloomingdale's umbrella," Barriscals said. Understanding a store's customersz and creating an environment with them in mind is cruciakl toretail success, and meansw that retail architecture is not pure Industry leaders incorporate elements of consumer psychology, brand strategy and packaging into their and some even participates in developing new concepts.
Gensledr did that with , which launched One Thousand and RYA worked closely with Bebe when it decided to roll out Especiallyfor large, multi-channel retailers, the in-storde experience is one big brandinfg opportunity. Channel consistency is key, and that, too, can be achievec by design. "Retail is a critical part of abranx experience," said David Zapata, creative director for Fitch'es San Francisco office.
"Apple is a terrifi c example where itsweb site, retail and the customer's experience with the product are all seamlessly integrated in your absolute delight in this technology and your sensse of accessing something special, and that you'rd special as a result." The right look can boost though authenticity is key. As customers become more sophisticated, design can't do it all; thers must be substance to the brand beneatb thecosmetic surface.
"In terms of keepinb environments current, brands are more appreciative of the need for refreshment than theyhave been," Zapata That is good news for the retail architecture field, where keepinv ahead of the fashion curve means retaikl architects have built-in work. "When we design, we desigjn with the idea that this concept be replicatedrmany times. That's key to how we do it," Henrh said. Gensler designed the Forever 21 store on Powel l Street in San from the preservation of thehistorical façade to the additiobn of a mezzanine to the 40,000-square-foot interior. That gig led to Gensler assisting inForever 21' new flagship in SoHo.
Gensler has also designedx the new store in has assissted with the newBoston store, and will be workiny with Barneys on its upcoming San Francisco store. It is working on the stor e that will open this yearat , and coulxd have a hand in future storew as Williams-Sonoma expands its new concept. Successful retaip architecture expresses retail strategy throug abuilt environment. "While we would love to come in and creatwe an odeto architecture, that's not what it's about in Henry said. "Architecture can't over-dominats the product," Bodziner added. "In retail, architecture always plays a supportinvg role; it's not the main event.
"
Friday, March 25, 2011
Moffitt signs deal with Swiss firm Debiopharm - Tampa Bay Business Journal:
fusajacuxejilyp.blogspot.com
Under terms of the agreement, Debiophar m will pay Moffitt anupfront fee, as well as predefine advanced milestone payments durinb the development of the treatment, a release The payment terms were not disclosed. The agreemenf gives Debiopharm, a global biopharmaceutical group of companieds basedin Switzerland, an exclusive license to develop and commercialize Debilo 0928, a small molecule in early preclinicall development. The molecule prevents an interactio n that oftwo proteins, creating a new strategt in the fight against cancer, the releasse said. The discovery was the resulgt of collaborationbetween Drs.
Srikumar Chellappan, Said Sebtj and Nicholas Lawrence at Debio 0928 is a therapeutic strategy with the potential for targeting a wide range ofhuman cancers, Sebti, chair of the department of drug discoverty at Moffitt, said in the release. The in Tampaq is the only Florida-based cancer centeer designated as a Comprehensivs Cancer Center bythe .
Under terms of the agreement, Debiophar m will pay Moffitt anupfront fee, as well as predefine advanced milestone payments durinb the development of the treatment, a release The payment terms were not disclosed. The agreemenf gives Debiopharm, a global biopharmaceutical group of companieds basedin Switzerland, an exclusive license to develop and commercialize Debilo 0928, a small molecule in early preclinicall development. The molecule prevents an interactio n that oftwo proteins, creating a new strategt in the fight against cancer, the releasse said. The discovery was the resulgt of collaborationbetween Drs.
Srikumar Chellappan, Said Sebtj and Nicholas Lawrence at Debio 0928 is a therapeutic strategy with the potential for targeting a wide range ofhuman cancers, Sebti, chair of the department of drug discoverty at Moffitt, said in the release. The in Tampaq is the only Florida-based cancer centeer designated as a Comprehensivs Cancer Center bythe .
Wednesday, March 23, 2011
Best New Office: U.S. Bank Tower - Sacramento Business Journal:
Haier ESAD4066
David S. Taylor Interests finally succeeded whereothers couldn’t, erectingf a 25-story tower that carries the name of prime tenant U.S. Bank. Taylor had alreadgy put his stamp on downtown Sacramento with projects includingEsquirr Plaza, the and the new portion of Sacramento City Hall. Taylor himself was Dealmaked of the Year in the Real Estate Projectzs of2007 judging. Yet even Taylore had to cut back on the origina l design from 2000 to make 621Capitol “I would not be honest if I say I don’r regret that the economy forced us to scale the size of the project down to its current said Ellen Warner, a partnert in David S. Taylor Interests.
“Bigger is not alwayd better, but in the case of our Capito lMall property, this particular largerr building tower would have even more profoundly added to the drams and elegance of our skyline.” Such pragmatism, however, is one reasonh the office tower has been a winner. “Wer were prudent and realistic about what the marketplacde could bear and scaled the building accordingly,” Warner said. “Ultimately, successful real estate developmen is a careful balance of riskand caution, and with the U.S. Bank Towetr we found that balance.” As evidence, U.S. Bank grabbesd the naming rightsand 34,000 squarw feet while the property was still a parking lot.
The buildinvg has proved a draw for severalof Sacramento’s largest law firms, the state Court of Appeals, the and high-end restaurant . Taylofr also honored the request of San Francisco architects Obata + Kassabaum Inc. to relocatre the building on the property and take betterf advantage of its CapitolMall frontage. Taylor’s strategyu is to consider the vision of its creative team in its said Warner, “even when it causesz us heartburn.” The tower makes full use of its Capitol Mall frontage with a glass-walled atrium lobby.
Floors two through seven are parking levels, so people who arrive by car also catchg the view as they head for the lobbty elevators to theoffice floors. The lobbg is also home to one of two major Titled “Rapids,” the 54-foot sculpturer uses a cascading group of LED panels to evoke a waterf theme. Artist Michael Hayden then made the sculpture dodouble duty, taking the lighr from “Rapids” and projecting it to a second art “Lumetric River,” along a 150-foot section of the building’sw crown. The building “has taken the expectations for public art in our community to a new judge JohnLeonard said.
The unfinished top floor, with its two-storty glass wall, drew extra praise from judge Tyler Babcock. “Ift has a jaw-dropping view,” he “I don’t know how you wouldr get any work done inthat building. I would spencd my day looking out ofthe window.” U.S. Bank Towefr in some ways seems like an obvioux winner for its Simply getting the project built was amajod accomplishment, and it literally has changedc the Sacramento skyline.
David S. Taylor Interests finally succeeded whereothers couldn’t, erectingf a 25-story tower that carries the name of prime tenant U.S. Bank. Taylor had alreadgy put his stamp on downtown Sacramento with projects includingEsquirr Plaza, the and the new portion of Sacramento City Hall. Taylor himself was Dealmaked of the Year in the Real Estate Projectzs of2007 judging. Yet even Taylore had to cut back on the origina l design from 2000 to make 621Capitol “I would not be honest if I say I don’r regret that the economy forced us to scale the size of the project down to its current said Ellen Warner, a partnert in David S. Taylor Interests.
“Bigger is not alwayd better, but in the case of our Capito lMall property, this particular largerr building tower would have even more profoundly added to the drams and elegance of our skyline.” Such pragmatism, however, is one reasonh the office tower has been a winner. “Wer were prudent and realistic about what the marketplacde could bear and scaled the building accordingly,” Warner said. “Ultimately, successful real estate developmen is a careful balance of riskand caution, and with the U.S. Bank Towetr we found that balance.” As evidence, U.S. Bank grabbesd the naming rightsand 34,000 squarw feet while the property was still a parking lot.
The buildinvg has proved a draw for severalof Sacramento’s largest law firms, the state Court of Appeals, the and high-end restaurant . Taylofr also honored the request of San Francisco architects Obata + Kassabaum Inc. to relocatre the building on the property and take betterf advantage of its CapitolMall frontage. Taylor’s strategyu is to consider the vision of its creative team in its said Warner, “even when it causesz us heartburn.” The tower makes full use of its Capitol Mall frontage with a glass-walled atrium lobby.
Floors two through seven are parking levels, so people who arrive by car also catchg the view as they head for the lobbty elevators to theoffice floors. The lobbg is also home to one of two major Titled “Rapids,” the 54-foot sculpturer uses a cascading group of LED panels to evoke a waterf theme. Artist Michael Hayden then made the sculpture dodouble duty, taking the lighr from “Rapids” and projecting it to a second art “Lumetric River,” along a 150-foot section of the building’sw crown. The building “has taken the expectations for public art in our community to a new judge JohnLeonard said.
The unfinished top floor, with its two-storty glass wall, drew extra praise from judge Tyler Babcock. “Ift has a jaw-dropping view,” he “I don’t know how you wouldr get any work done inthat building. I would spencd my day looking out ofthe window.” U.S. Bank Towefr in some ways seems like an obvioux winner for its Simply getting the project built was amajod accomplishment, and it literally has changedc the Sacramento skyline.
Monday, March 21, 2011
Iron City moving production to Latrobe - Triangle Business Journal:
Carrier 52FC0123E
“This brewery is old and has a lot of infrastructure said Hickman, detailing the facility’s outdated electrical systems and infrastructuree problems, as well as the balky canning line that led the compant to move production of its cannecd beers to High Falls Brewingy in Rochester, N.Y. in March. “That’s not sustainable in today’s environment.” Three years ago, afted the company, then known as , filec for Chapter 11 bankruptcy protection, it pledged to the bankruptcy courg toinvest $4.5 million to upgrade the Lawrencevill facility.
Iron City Brewing took over ownership ofthe 148-year-ols brewery in June 2007, buying the company and its assets out of bankruptcy court. Hickman said various experts consultint aboutthe brewery's future viability estimated it woulfd cost $12 million to $15 million to retrofit the entirre plant. Iron City instead reached an agreementwith LaCrosse, Wis.-basedx City Brewing Co., owner of the Latrobe to lease a portion of the facilith and make Iron City and its othefr beers at Latrobe starting in July. Hickman characterized Iron City as an ancho r product for theLatrobe plant, which has been shutteredx for months.
At least 171,000 barrels of beer will be made annually atthe newer, more modernized brewery, which has a capacitg of more than 1 million barrel s each year. George Parke, CEO of City described Iron City as a great American Beer and said he was honored to have the beer made at Whilehe didn’t divulge details, he added that he expectes to add other contract-brewing accounts at the facility that will help the plant to reach 40 percenrt capacity, a level at whichh he said the facility coulr be profitable. Eric Shepherd, an editor with Beer Marketers Insights, an industry trade publication, said that attracting contract brewing accounts isvery competitive.
Ken owner of Vecenie Distributing Compangin Millvale, which is a master distributor of Iron City beer on the city’x North Side and in the northern suburbs, waited to know more but was hopeful the move will allow the brand to State senator Jim Ferlo, whose Lawrencevillwe office is a few block from the Iron City brewery, described the decision to move production out of the plant as very given the significant public investments that have been made in the brewergy over the years. “You would think that it would be a mora imperative for them to retool and in thePittsburgh facility, he “I think they will lose a lot of theid brand loyalty.
” Cris Hoel, a localo lawyer who has long worked in the local brewing business and represents Iron City distributors, said his clients pleadeed with the brewery not to move the production to Latrobde out of fear for the brand. Hickman emphasized that Iron City Brewinyg will maintainits administration, salews staff and warehousing out of the Lawrencevillew plant and noted that Iron City beer will remain a regional branr made in Western Pennsylvania, if not in the trading in its city production roots for a more efficient He said the company is exploringg possibilities to redevelop the historically registere Iron City brewery, a massiv e plant that sits at a hillty elbow of land on Liberty Avenue.
He also said the company will honord all commitments as it makexthe transition. According to Hickman, that included a county loan, which the brewerg owes $120,000 of a total $150,000. A state grangt formally proposed nevercame through, he Iron City also received a $24,000 grangt from the city, according to
“This brewery is old and has a lot of infrastructure said Hickman, detailing the facility’s outdated electrical systems and infrastructuree problems, as well as the balky canning line that led the compant to move production of its cannecd beers to High Falls Brewingy in Rochester, N.Y. in March. “That’s not sustainable in today’s environment.” Three years ago, afted the company, then known as , filec for Chapter 11 bankruptcy protection, it pledged to the bankruptcy courg toinvest $4.5 million to upgrade the Lawrencevill facility.
Iron City Brewing took over ownership ofthe 148-year-ols brewery in June 2007, buying the company and its assets out of bankruptcy court. Hickman said various experts consultint aboutthe brewery's future viability estimated it woulfd cost $12 million to $15 million to retrofit the entirre plant. Iron City instead reached an agreementwith LaCrosse, Wis.-basedx City Brewing Co., owner of the Latrobe to lease a portion of the facilith and make Iron City and its othefr beers at Latrobe starting in July. Hickman characterized Iron City as an ancho r product for theLatrobe plant, which has been shutteredx for months.
At least 171,000 barrels of beer will be made annually atthe newer, more modernized brewery, which has a capacitg of more than 1 million barrel s each year. George Parke, CEO of City described Iron City as a great American Beer and said he was honored to have the beer made at Whilehe didn’t divulge details, he added that he expectes to add other contract-brewing accounts at the facility that will help the plant to reach 40 percenrt capacity, a level at whichh he said the facility coulr be profitable. Eric Shepherd, an editor with Beer Marketers Insights, an industry trade publication, said that attracting contract brewing accounts isvery competitive.
Ken owner of Vecenie Distributing Compangin Millvale, which is a master distributor of Iron City beer on the city’x North Side and in the northern suburbs, waited to know more but was hopeful the move will allow the brand to State senator Jim Ferlo, whose Lawrencevillwe office is a few block from the Iron City brewery, described the decision to move production out of the plant as very given the significant public investments that have been made in the brewergy over the years. “You would think that it would be a mora imperative for them to retool and in thePittsburgh facility, he “I think they will lose a lot of theid brand loyalty.
” Cris Hoel, a localo lawyer who has long worked in the local brewing business and represents Iron City distributors, said his clients pleadeed with the brewery not to move the production to Latrobde out of fear for the brand. Hickman emphasized that Iron City Brewinyg will maintainits administration, salews staff and warehousing out of the Lawrencevillew plant and noted that Iron City beer will remain a regional branr made in Western Pennsylvania, if not in the trading in its city production roots for a more efficient He said the company is exploringg possibilities to redevelop the historically registere Iron City brewery, a massiv e plant that sits at a hillty elbow of land on Liberty Avenue.
He also said the company will honord all commitments as it makexthe transition. According to Hickman, that included a county loan, which the brewerg owes $120,000 of a total $150,000. A state grangt formally proposed nevercame through, he Iron City also received a $24,000 grangt from the city, according to
Sunday, March 20, 2011
National Association of Realtors cites legislative agenda - Nashville Business Journal:
Air Purifiers Ontario
Bankers want to get into the realestatwe business. The real estate industry want to see tax breakx for small businesses and lowerfinterest rates. And finally, the industry wants action on brownfielxd legislation that would shield buyers from liabilit if they purchasetainted land. McPherso n was the scheduled speakerat today's meeting of the Greater Nashvillde Association of Realtors luncheon at the Maxwell Houses Hotel. In an interview with NashvilleBusiness Journal, she discussee the three primary areas of focus for her lobbying efforts. First, the national association is fightinhg thebanking industry's interest in the real estatd brokerage business.
The regulation proposing that banks be allowed to competes with real estate brokers and agents wasproposesd Jan. 3 by the Treasury Department and the FederaReserve Board. McPherson was successful in enacting an extension ofthe "comment period" to May 1. enactment of President Bush's tax cut and continuinv interest rate cuts are onthe NAR's "We see an advantage in the rate and small-business tax cuts, as the legislation makes its way throughu Congress," says McPherson. The tenanty leasehold improvement bill, allowing build-out depreciation to occu r over 10 years instead of the 39 yearscurrentl required, is something McPherson will be advocating.
Third, brownfiel d legislation has caught the attention ofthe NAR. "Developers have been wary about goingb into an area that has been pollutex from aliability standpoint," says McPherson. She adds that most of this land just sits undevelope with no prospectof improvement. The NAR'a efforts include the creation of a bill that would limitg the liability of a brownfieldland purchaser. "This bill will not allowq a developer's liability to extend beyondf state-specific requirements regardingbrownfield cleanup. If passed, the developefr can be reassured that the Environmental Protection Agency will not comeaftef him," she says.
Bankers want to get into the realestatwe business. The real estate industry want to see tax breakx for small businesses and lowerfinterest rates. And finally, the industry wants action on brownfielxd legislation that would shield buyers from liabilit if they purchasetainted land. McPherso n was the scheduled speakerat today's meeting of the Greater Nashvillde Association of Realtors luncheon at the Maxwell Houses Hotel. In an interview with NashvilleBusiness Journal, she discussee the three primary areas of focus for her lobbying efforts. First, the national association is fightinhg thebanking industry's interest in the real estatd brokerage business.
The regulation proposing that banks be allowed to competes with real estate brokers and agents wasproposesd Jan. 3 by the Treasury Department and the FederaReserve Board. McPherson was successful in enacting an extension ofthe "comment period" to May 1. enactment of President Bush's tax cut and continuinv interest rate cuts are onthe NAR's "We see an advantage in the rate and small-business tax cuts, as the legislation makes its way throughu Congress," says McPherson. The tenanty leasehold improvement bill, allowing build-out depreciation to occu r over 10 years instead of the 39 yearscurrentl required, is something McPherson will be advocating.
Third, brownfiel d legislation has caught the attention ofthe NAR. "Developers have been wary about goingb into an area that has been pollutex from aliability standpoint," says McPherson. She adds that most of this land just sits undevelope with no prospectof improvement. The NAR'a efforts include the creation of a bill that would limitg the liability of a brownfieldland purchaser. "This bill will not allowq a developer's liability to extend beyondf state-specific requirements regardingbrownfield cleanup. If passed, the developefr can be reassured that the Environmental Protection Agency will not comeaftef him," she says.
Thursday, March 17, 2011
Wiring circuit boards for success - Philadelphia Business Journal:
Air Purifiers Rancho Cucamonga
Nick Barbin, co-founder, president and CEO, said that the which designs and makes the boardx on asmall scale, is always searchint for new customers to replac e those who fold or get acquired. “I woulcd have to say we’vd had complete turnover on our customer list mayb two or threetimes over,” he said. But that’ s a game that Pleasanton-based Optimum Design has been From 2006 to the company’s revenue grew 138 percent to $13.14 million. And it is on pace to grow 20 percent to 40 percentin 2009. The company has been profitable ever y year since its foundingin 1991.
The company’s secrer has been its willingness to look for new Barbin and his partneras at first kept the firmsmallo — with about 8 to 15 employees. And they only did layourt and design of the partnering with manufacturers toproduce them. But at the urginh of some of the company’s customers, Optimumn Design added the manufacturing side in 2001 and that’s been a catalystt for growth. Today, the company has about 50 and it’s hiring this year, probably four to five people for the manufacturingv side ofthe business. Another successfull strategy has been choosing theright customers.
It mostlg works with companies doing work for the militaryh or making medical Both of those have fairly inelastic and both industries have traditionall y contractedwith on-shore companies, rather than lookinvg to India and China for cheaper deals. But Barbi n says that the company’s ability to identifyh strong markets to chase has helpedit “In this industry you go as your customers he said. “There are a lot of companiesw that are some of our competitors where their focuw is aparticular industry. If they’re reallyg focused on telecom, they’re suffering righyt now, but 10 yearsa ago they were doing great.
” The third factor that sets Optimum Design apart is that itstay small. The company only builds high-end boardsw that are extremely complicated, and they only fill orderd that range from 100to 10,00p boards. It’s that last factor that keeps it relativelyu safe from much bigger andcheaper competition, said Jim Walker, who coverws the industry for . Walker said that almosg all of the biggest printed circuit boars companies arein Asia. The only U.S. companies that survive are ones that aremakintg high-end or prototype boards that eventualluy get shipped off to oversease foundries to get mass-produced.
Walker also said that the industrgy is ripe for consolidatiob but that companies like Optimu m Design are fairly insulated from the first wave of those because they’re too small to make an impacf on larger companies’ bottom lines. One of Optimum Design’s an aerospace company that asked not to be identified for thisarticlr (Optimum signs non-disclosure agreements with many of its makes equipment for the military and uses Optimum Desighn for its printed circuit boards. One of the engineerws at the company, Randy, said that the firm used to make its own butin 2000, it contracted out the work due to budgetr cuts.
Randy said he rarely findws problems with the product and that the companyy is now starting to work more closely with Optimuk Design since it has run threw boards through theentire process. “Thety admitted ... that they actually cost a little bit more than the guy next but we have experienced the high quality fromthem that’z kept us coming back,” he And Barbin says that Randy’s attitudde is what makes the company successful. Theree are a couple of hundree printed-circuit-board companies in the Bay he said. But by offering the full and keepingquality high, they’vew been able to find success. “The designere we have here are world-class,” he said.
“There’s really no one out ther e that can compete withour designers.”
Nick Barbin, co-founder, president and CEO, said that the which designs and makes the boardx on asmall scale, is always searchint for new customers to replac e those who fold or get acquired. “I woulcd have to say we’vd had complete turnover on our customer list mayb two or threetimes over,” he said. But that’ s a game that Pleasanton-based Optimum Design has been From 2006 to the company’s revenue grew 138 percent to $13.14 million. And it is on pace to grow 20 percent to 40 percentin 2009. The company has been profitable ever y year since its foundingin 1991.
The company’s secrer has been its willingness to look for new Barbin and his partneras at first kept the firmsmallo — with about 8 to 15 employees. And they only did layourt and design of the partnering with manufacturers toproduce them. But at the urginh of some of the company’s customers, Optimumn Design added the manufacturing side in 2001 and that’s been a catalystt for growth. Today, the company has about 50 and it’s hiring this year, probably four to five people for the manufacturingv side ofthe business. Another successfull strategy has been choosing theright customers.
It mostlg works with companies doing work for the militaryh or making medical Both of those have fairly inelastic and both industries have traditionall y contractedwith on-shore companies, rather than lookinvg to India and China for cheaper deals. But Barbi n says that the company’s ability to identifyh strong markets to chase has helpedit “In this industry you go as your customers he said. “There are a lot of companiesw that are some of our competitors where their focuw is aparticular industry. If they’re reallyg focused on telecom, they’re suffering righyt now, but 10 yearsa ago they were doing great.
” The third factor that sets Optimum Design apart is that itstay small. The company only builds high-end boardsw that are extremely complicated, and they only fill orderd that range from 100to 10,00p boards. It’s that last factor that keeps it relativelyu safe from much bigger andcheaper competition, said Jim Walker, who coverws the industry for . Walker said that almosg all of the biggest printed circuit boars companies arein Asia. The only U.S. companies that survive are ones that aremakintg high-end or prototype boards that eventualluy get shipped off to oversease foundries to get mass-produced.
Walker also said that the industrgy is ripe for consolidatiob but that companies like Optimu m Design are fairly insulated from the first wave of those because they’re too small to make an impacf on larger companies’ bottom lines. One of Optimum Design’s an aerospace company that asked not to be identified for thisarticlr (Optimum signs non-disclosure agreements with many of its makes equipment for the military and uses Optimum Desighn for its printed circuit boards. One of the engineerws at the company, Randy, said that the firm used to make its own butin 2000, it contracted out the work due to budgetr cuts.
Randy said he rarely findws problems with the product and that the companyy is now starting to work more closely with Optimuk Design since it has run threw boards through theentire process. “Thety admitted ... that they actually cost a little bit more than the guy next but we have experienced the high quality fromthem that’z kept us coming back,” he And Barbin says that Randy’s attitudde is what makes the company successful. Theree are a couple of hundree printed-circuit-board companies in the Bay he said. But by offering the full and keepingquality high, they’vew been able to find success. “The designere we have here are world-class,” he said.
“There’s really no one out ther e that can compete withour designers.”
Tuesday, March 15, 2011
TECO Energy outlook remains strong - Sacramento Business Journal:
Sharp AF-S120PX
billion in debt held by and subsidiariedsand Co. The rating is supporter by the underlying strengthof TECO’s regulated electric and gas utilit subsidiary, from which it derivezs stable cash distributions to meet its funding requirements, Fitcgh said a release. Tampa Electric continuexs to post strongcredit metrics, it maintains solid operating performancs and it benefits from Florida’s constructive regulatory environment, Fitchu said. Fitch is however, about slowing customer growth atTampa Electric. But the company has respondeed to slower growth by postponing projects to increase electric capacity.
Another concern for Fitcbh is cash flow deterioratiobn atTECO (NYSE: TE) Guatemala because of the adverse rate orderr in 2008, unplanned outages at the San Jose plant, uncertainty over the extensio of a purchased power agreement, and the potential for deferrec or renegotiated contracts because of declining market higher production costs and slumping demanfd for coal. TECO Coal and TECO Guatemala provid roughly 20 percent of theparent company’ consolidated earnings before interest, depreciation and amortization, Fitcn said. Credit ratios at Tampa Electric should benefit from higher base rates in 2009 and 2010 as a resulty ofa $138 million rate order approved in March, Fitcg said.
In addition, an affiliate waterborne transportationh agreement that reducedTampa Electric’es annual net income by $10 milliojn in prior years is expiring. Fitch expects coverages ratios to remain relatively strong with fundsa from operations coverage at nearly five timein 2009. TECO Coal is expected to benefit from highedr priced contracts signedin 2008. However, soft coal demands and higher mining productiohn costs at TECO Coal raise the risks ofcontractuaol non-performance by counter-parties and pressured margins. Diverse regulatory orders and operating issues at the Guatemalan operations will resulyt in dividend distributions that are lower thanhistorivc levels.
TECO's liquidity positionj is considered strong, Fitch Cash and cash equivalentswere $34.9 million and available credit facilities were $530 million as of March 31. Liquiditgy was enhanced by a netoperatingt loss-tax carry forward of $547.5 milliom as of Dec. 31, which is expected to result in minimap cash tax paymentsthrough 2012. In addition, TECO's $100 millio n note maturing in 2010 is expected to be retired withinternao cash. Positive rating action could resultf in the future from consolidated leverage ratio reduction in 2010 and higher cash flows from a full year of highedr base rates in 2010 and effectivdcost control.
billion in debt held by and subsidiariedsand Co. The rating is supporter by the underlying strengthof TECO’s regulated electric and gas utilit subsidiary, from which it derivezs stable cash distributions to meet its funding requirements, Fitcgh said a release. Tampa Electric continuexs to post strongcredit metrics, it maintains solid operating performancs and it benefits from Florida’s constructive regulatory environment, Fitchu said. Fitch is however, about slowing customer growth atTampa Electric. But the company has respondeed to slower growth by postponing projects to increase electric capacity.
Another concern for Fitcbh is cash flow deterioratiobn atTECO (NYSE: TE) Guatemala because of the adverse rate orderr in 2008, unplanned outages at the San Jose plant, uncertainty over the extensio of a purchased power agreement, and the potential for deferrec or renegotiated contracts because of declining market higher production costs and slumping demanfd for coal. TECO Coal and TECO Guatemala provid roughly 20 percent of theparent company’ consolidated earnings before interest, depreciation and amortization, Fitcn said. Credit ratios at Tampa Electric should benefit from higher base rates in 2009 and 2010 as a resulty ofa $138 million rate order approved in March, Fitcg said.
In addition, an affiliate waterborne transportationh agreement that reducedTampa Electric’es annual net income by $10 milliojn in prior years is expiring. Fitch expects coverages ratios to remain relatively strong with fundsa from operations coverage at nearly five timein 2009. TECO Coal is expected to benefit from highedr priced contracts signedin 2008. However, soft coal demands and higher mining productiohn costs at TECO Coal raise the risks ofcontractuaol non-performance by counter-parties and pressured margins. Diverse regulatory orders and operating issues at the Guatemalan operations will resulyt in dividend distributions that are lower thanhistorivc levels.
TECO's liquidity positionj is considered strong, Fitch Cash and cash equivalentswere $34.9 million and available credit facilities were $530 million as of March 31. Liquiditgy was enhanced by a netoperatingt loss-tax carry forward of $547.5 milliom as of Dec. 31, which is expected to result in minimap cash tax paymentsthrough 2012. In addition, TECO's $100 millio n note maturing in 2010 is expected to be retired withinternao cash. Positive rating action could resultf in the future from consolidated leverage ratio reduction in 2010 and higher cash flows from a full year of highedr base rates in 2010 and effectivdcost control.
Saturday, March 12, 2011
Real estate vet wears many hats for South Side project - Orlando Business Journal:
http://trymybreast.com/?p=451
The Park at Palo Alto is a mixed-usew development by locally based firmDASI LLC. The projecf spans 21,400 square feet and will consist of a mix of medical andoffice users. The Park is locateed at 2819 State Highway16 -- acrosw the street from Palo Alto College. Construction on the projecyt was completedlast month, says Silvia who is the managing partnefr for DASI. Gangel is also the presideny of locally based SiGa International Commercial Real EstatesServices -- which is handlinb leasing and property management for the center. To date, SiGa has inkesd leases for 50 percent ofThe Park. And ther e are more interested tenants in the Gangel says.
The lineup includees a new urgent-care clinic for Southwest General Domino's, EZ Loans, and others, Gangel Both Sonic and are open for business on pad sites inThe Park, she adds. An gas statiomn is planned for the cornerpad site. And The Park has just the thinvg for its neighboringcollege Seattle-based . The Park marks the firsg development in which Gangel was not onlythe broker, but the developer as well. "I actually acquired the land, developec it, and am now leasing and managing it," Gangep says. "I would say, more than a broker, my role has been that of a My interest in the project has been there since thebeginninf -- about three years ago.
It took that long to get the entitlementes anddevelop it." The work, she adds, has been well wort it. "I basically took the project from a raw piece ofland ... to a nice mixed-user project," Gangel says. "... This is a good thinfg for the South Side. The collegw will benefit, and we are providinbg the service tenants that are neededs inthe area." All told, a total of 3.5 milliojn square feet of new spacse entered the retail real-estate sector over the course of according to the year-end report by the San Antonipo offices of The and Realty Services. By over the 12 months of 2006, a total of 2.2 millionn square feet of retail spacs was added tothe market.
Construction figurex include multitenant, single-tenant and owner-occupied For all of the new spacew that has enteredthe market, however, San Antonio remains a brightf star among other Texas metros. The Weitzman/Cencor analysiws puts San Antonio's occupancy rate at 91.2 percen t as of Dec. 31, 2007 -- down slightlty from a rate of 91.8 percent the previouzs year. That figure puts San Antonio above two othere major marketsin Texas: Dallas/Fort Worth and As of year-end 2007, thosde metros were posting occupancy figures of 89.2 and 88.5 percent, Austin fared a little bettef than the Alamo City -- with an occupancyt rate of 92 percent at year-end 2007.
Occupancy figurews are based on data for all multitenant retail properties that are atleast 25,000 squar feet.
The Park at Palo Alto is a mixed-usew development by locally based firmDASI LLC. The projecf spans 21,400 square feet and will consist of a mix of medical andoffice users. The Park is locateed at 2819 State Highway16 -- acrosw the street from Palo Alto College. Construction on the projecyt was completedlast month, says Silvia who is the managing partnefr for DASI. Gangel is also the presideny of locally based SiGa International Commercial Real EstatesServices -- which is handlinb leasing and property management for the center. To date, SiGa has inkesd leases for 50 percent ofThe Park. And ther e are more interested tenants in the Gangel says.
The lineup includees a new urgent-care clinic for Southwest General Domino's, EZ Loans, and others, Gangel Both Sonic and are open for business on pad sites inThe Park, she adds. An gas statiomn is planned for the cornerpad site. And The Park has just the thinvg for its neighboringcollege Seattle-based . The Park marks the firsg development in which Gangel was not onlythe broker, but the developer as well. "I actually acquired the land, developec it, and am now leasing and managing it," Gangep says. "I would say, more than a broker, my role has been that of a My interest in the project has been there since thebeginninf -- about three years ago.
It took that long to get the entitlementes anddevelop it." The work, she adds, has been well wort it. "I basically took the project from a raw piece ofland ... to a nice mixed-user project," Gangel says. "... This is a good thinfg for the South Side. The collegw will benefit, and we are providinbg the service tenants that are neededs inthe area." All told, a total of 3.5 milliojn square feet of new spacse entered the retail real-estate sector over the course of according to the year-end report by the San Antonipo offices of The and Realty Services. By over the 12 months of 2006, a total of 2.2 millionn square feet of retail spacs was added tothe market.
Construction figurex include multitenant, single-tenant and owner-occupied For all of the new spacew that has enteredthe market, however, San Antonio remains a brightf star among other Texas metros. The Weitzman/Cencor analysiws puts San Antonio's occupancy rate at 91.2 percen t as of Dec. 31, 2007 -- down slightlty from a rate of 91.8 percent the previouzs year. That figure puts San Antonio above two othere major marketsin Texas: Dallas/Fort Worth and As of year-end 2007, thosde metros were posting occupancy figures of 89.2 and 88.5 percent, Austin fared a little bettef than the Alamo City -- with an occupancyt rate of 92 percent at year-end 2007.
Occupancy figurews are based on data for all multitenant retail properties that are atleast 25,000 squar feet.
Thursday, March 10, 2011
Dayton Business Journal: Business Events Calendar
vorotintseyqah.blogspot.com
List event sponsor(s) here. (Example Americanb Company Inc., USA Business Ltd.) Use this area to give a precisew location ofyour event. Downtown Marriot 345 Main St., New York, NY 000001 Provid e the start time for yourevent (Example: - 12p.m.) List any charge for your event. Please note if there is no (Example: $9 for members, $35 for non-members.) Choosde a category that describesyour event. Fill out one or more of the fieldas to the left to provide readers with a way to contact your organization to register for your Please give usyour name, phone and e-maik address where we can contact you in the event of questions about your even listings.
This information will not appear on the This information will only be used to contactf you foradministrative purposes. bizjournals.com reserveds the right to remove listingd if it is determined they are offensive or not relevany tothe bizjournals.com or of "community interest" to our
List event sponsor(s) here. (Example Americanb Company Inc., USA Business Ltd.) Use this area to give a precisew location ofyour event. Downtown Marriot 345 Main St., New York, NY 000001 Provid e the start time for yourevent (Example: - 12p.m.) List any charge for your event. Please note if there is no (Example: $9 for members, $35 for non-members.) Choosde a category that describesyour event. Fill out one or more of the fieldas to the left to provide readers with a way to contact your organization to register for your Please give usyour name, phone and e-maik address where we can contact you in the event of questions about your even listings.
This information will not appear on the This information will only be used to contactf you foradministrative purposes. bizjournals.com reserveds the right to remove listingd if it is determined they are offensive or not relevany tothe bizjournals.com or of "community interest" to our
Monday, March 7, 2011
Upper Chesapeake Health System joins University of Maryland Medical System - Baltimore Business Journal:
http://www.psdesigning.com/archive/december/cool_3d_web_design.html
The news comes shortly on the heelas of acquiring in Montgomery More hospital mergers are expected as executives grappl with lower profit margins amid the Merging allows hospitals to reduce costs by sharinh resources and hold greater purchasinh power when buying supplies because they are part of a larger network. As part of the agreement, Uppef Chesapeake Health ended its financial arrangementwith , whicb had held a minority ownership in the health systemk for more than a decade. University of Marylaned has acquired St. Joseph’s ownership interest and will appointg two new board members to the UpperChesapeake Board.
The University of Maryland Medical syste will in October begin supporting Uppe r Chesapeake financially so it can grow its clinical programs and Ayear later, the Baltimore medical system will providd a second round of funding to supporrt growth in clinical programs. The finalk phase, a potential full would occurin 2013, when UMMS would issue debt to be used to expand facilitieas at Upper Chesapeake’s two hospital Upper Chesapeake executives anticipate a need to expand the numbedr of inpatient beds at both Uppeer Chesapeake Medical Center in Bel Air and Harforc Memorial Hospital in Havree de Grace.
The affiliation with the Universit of Maryland is also expected to make it easier for Upper Chesapeaks to recruit physicians toHarford County. Uppefr Chesapeake is Harford County’s largestf private employer, with 3,000 employees, more than 550 medical stafferz and 286 licensed The University of Maryland Medicakl System isa nine-hospital network that includes the , Kernanj Orthopaedics and Rehabilitation Hospital, , Baltimore Washingtoh Medical Center and Shore Health System. UMMS employsd 15,000 people and has $2.1 billion in operating revenue.
The news comes shortly on the heelas of acquiring in Montgomery More hospital mergers are expected as executives grappl with lower profit margins amid the Merging allows hospitals to reduce costs by sharinh resources and hold greater purchasinh power when buying supplies because they are part of a larger network. As part of the agreement, Uppef Chesapeake Health ended its financial arrangementwith , whicb had held a minority ownership in the health systemk for more than a decade. University of Marylaned has acquired St. Joseph’s ownership interest and will appointg two new board members to the UpperChesapeake Board.
The University of Maryland Medical syste will in October begin supporting Uppe r Chesapeake financially so it can grow its clinical programs and Ayear later, the Baltimore medical system will providd a second round of funding to supporrt growth in clinical programs. The finalk phase, a potential full would occurin 2013, when UMMS would issue debt to be used to expand facilitieas at Upper Chesapeake’s two hospital Upper Chesapeake executives anticipate a need to expand the numbedr of inpatient beds at both Uppeer Chesapeake Medical Center in Bel Air and Harforc Memorial Hospital in Havree de Grace.
The affiliation with the Universit of Maryland is also expected to make it easier for Upper Chesapeaks to recruit physicians toHarford County. Uppefr Chesapeake is Harford County’s largestf private employer, with 3,000 employees, more than 550 medical stafferz and 286 licensed The University of Maryland Medicakl System isa nine-hospital network that includes the , Kernanj Orthopaedics and Rehabilitation Hospital, , Baltimore Washingtoh Medical Center and Shore Health System. UMMS employsd 15,000 people and has $2.1 billion in operating revenue.
Friday, March 4, 2011
New law increases court fees in Florida - Tampa Bay Business Journal:
http://cagwin.com/drakes/
Senate Bill 1718 increases the $295 filing fee on all civi l actions, suits or proceedings in circuit courtsto $395. Foreclosure case fees will now be bases on asliding scale, ranginh from $395 to $1,900, depending on the valu of the property or mortgage claim. The new fees are intende d to produce revenue forthe state, a move that’s gettinfg mixed reactions from local At issue is the fact that $80 of the fees from all typesd of cases will go to the state’z general revenue fund, which can be used for anything. In the fees charged by the court systekm typically funded onlyjudicial programs. there were about 385,3009 foreclosures in 2008, which would have translated into $30.
8 million had the fee been in placelast “The basic problem here is the Legislature is usingb the judicial system as a funding source for non-judiciao programs,” said John Fisher, an attorney with Orlando-basesd . The bill’s fee changes also come at a time when foreclosureds are atan all-time high in Florida, which ranksd No. 1 in the United Statew in foreclosure inventory, the The change could leave lendersd witha “massive new fee to even startg down the road” to resolvs unpaid mortgages, said Wade a partner at the Winterr Park-based .
All real estate-related cases including foreclosures, construction liens, boundary disputesw between property owners and other disputed over realestate — will be Vose said. The sliding-scale fees, depending on the valud of the property ormortgage claim, mean someonee filing a claim on property or a mortgage valued at: $50,00o0 or less will pay $395. $50,001 to $250,000o will pay $900. $250,00q or more will pay $1,900. The same rates apply to anyon e filinga counterclaim, counterpetition or third-party complaint for any real estate-relates cases. The higher fees may deter new case filingss by thosewho can’t afford the increasefd costs, said Fisher.
And although most casesd will get filed regardless of the increasing the costs may make some people feel their access to the courtais limited, he said. Ed Loos III, a partnetr and shareholder in the Orlando officse ofFort Lauderdale-based Greenspoon said the new fees shouldn’t deter mortgage lenders from filingb because, in the end, a $1,900 fee is outweighefd by a $250,000 or more claim, and the fee will be includefd in the judgment. Van chief executive officer of , said the changes won’t stop his bank from filinhg a claim.
However, the fee increase will be a short-term fix to the state’xs budgetary problems because foreclosuree filings will drop once the market Bogan said. Until then, “thd consumer will bear the brunt of Added Vose: “Part of the way real estate corrects itself is throug h litigation of these issues, and the fees seem counterproductivde to helping work out the real estate imbalancse in Florida.
”
Senate Bill 1718 increases the $295 filing fee on all civi l actions, suits or proceedings in circuit courtsto $395. Foreclosure case fees will now be bases on asliding scale, ranginh from $395 to $1,900, depending on the valu of the property or mortgage claim. The new fees are intende d to produce revenue forthe state, a move that’s gettinfg mixed reactions from local At issue is the fact that $80 of the fees from all typesd of cases will go to the state’z general revenue fund, which can be used for anything. In the fees charged by the court systekm typically funded onlyjudicial programs. there were about 385,3009 foreclosures in 2008, which would have translated into $30.
8 million had the fee been in placelast “The basic problem here is the Legislature is usingb the judicial system as a funding source for non-judiciao programs,” said John Fisher, an attorney with Orlando-basesd . The bill’s fee changes also come at a time when foreclosureds are atan all-time high in Florida, which ranksd No. 1 in the United Statew in foreclosure inventory, the The change could leave lendersd witha “massive new fee to even startg down the road” to resolvs unpaid mortgages, said Wade a partner at the Winterr Park-based .
All real estate-related cases including foreclosures, construction liens, boundary disputesw between property owners and other disputed over realestate — will be Vose said. The sliding-scale fees, depending on the valud of the property ormortgage claim, mean someonee filing a claim on property or a mortgage valued at: $50,00o0 or less will pay $395. $50,001 to $250,000o will pay $900. $250,00q or more will pay $1,900. The same rates apply to anyon e filinga counterclaim, counterpetition or third-party complaint for any real estate-relates cases. The higher fees may deter new case filingss by thosewho can’t afford the increasefd costs, said Fisher.
And although most casesd will get filed regardless of the increasing the costs may make some people feel their access to the courtais limited, he said. Ed Loos III, a partnetr and shareholder in the Orlando officse ofFort Lauderdale-based Greenspoon said the new fees shouldn’t deter mortgage lenders from filingb because, in the end, a $1,900 fee is outweighefd by a $250,000 or more claim, and the fee will be includefd in the judgment. Van chief executive officer of , said the changes won’t stop his bank from filinhg a claim.
However, the fee increase will be a short-term fix to the state’xs budgetary problems because foreclosuree filings will drop once the market Bogan said. Until then, “thd consumer will bear the brunt of Added Vose: “Part of the way real estate corrects itself is throug h litigation of these issues, and the fees seem counterproductivde to helping work out the real estate imbalancse in Florida.
”
Wednesday, March 2, 2011
Report: OSU No. 2 for sports revenue - Business First of Buffalo:
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The sister publication to Columbus Business citing Equity in Athletics Disclosure Act found that Buckeye sports broughtin $118 million in the schoop year ended June 2008, seconr only to the University of Texazs at $120.3 million. Ohio State was one of only threr college athletics programs durinvg the school year to topthe $100 millionb mark, the University of Florida cominhg in at third with $106 million. In breakinvg down revenue by sport, SportsBusiness Journal ranked Ohio Stats among the top five earners nationwidse for itsfootball program. Buckeye football, according to the report, generatedr $65.2 million during the ‘07-’08 school year to come in at No. 4.
Leadinb the list was Texas at $73 followed by the University ofGeorgia ($67.2 million) and Florida ($66.1 million). The following is a full listintg of the top10 revenue-generating college sportss programs in the U.S.: 1. Texas $120.3 million 2. OSU $118 million 3. Florida – $106 million 4. University of Michigan – $99 millioj 5. University of Wisconsin – $93.5 millionn 6. Pennsylvania State University – $91.6 million 7. – $89.3 million 8. - $88.9 million 9. Universit of Tennessee – $88.7 million 10. Oklahomas State University – $88.
6 million
The sister publication to Columbus Business citing Equity in Athletics Disclosure Act found that Buckeye sports broughtin $118 million in the schoop year ended June 2008, seconr only to the University of Texazs at $120.3 million. Ohio State was one of only threr college athletics programs durinvg the school year to topthe $100 millionb mark, the University of Florida cominhg in at third with $106 million. In breakinvg down revenue by sport, SportsBusiness Journal ranked Ohio Stats among the top five earners nationwidse for itsfootball program. Buckeye football, according to the report, generatedr $65.2 million during the ‘07-’08 school year to come in at No. 4.
Leadinb the list was Texas at $73 followed by the University ofGeorgia ($67.2 million) and Florida ($66.1 million). The following is a full listintg of the top10 revenue-generating college sportss programs in the U.S.: 1. Texas $120.3 million 2. OSU $118 million 3. Florida – $106 million 4. University of Michigan – $99 millioj 5. University of Wisconsin – $93.5 millionn 6. Pennsylvania State University – $91.6 million 7. – $89.3 million 8. - $88.9 million 9. Universit of Tennessee – $88.7 million 10. Oklahomas State University – $88.
6 million
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