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Alex Paradowski, principal in design and communications firmParadowskio Creative, said he’s looking for an architecf with new ideas. “I want them to come up with stufc I could never comeup with. I want to push them not rein them in.” The architecy you choose should be able to solve youruniqus problems. In Paradowski’s case, that was a large, open office area but the need for privacy at individual work Paradowski has used architects forheadquarters projects, such as Paradowski Creative’sx upcoming move to a rehabbed Midtown building, as well as his own Creative options don’t necessarily come at a highedr price, he said.
“Inventive and low-costt ideas can separate architectfrom architect, and one projectf from another.” That doesn’t necessarily translate into looking for the oldest or largest firm, he “I don’t know that if you go to the biggest firm that you get the best unless your project commands the best people he said. Look at the work of the persomn who’ll be on your team. Bruc Sommer, director of America’s Center, and his team recently went througgh a bid process for thecurrent $30 million upgradw of the Edward Jones Dome.
“Whild we’re public, we’re not required to take the low bid, but we are requirer to consider it,” he “First and foremost, you want someon e well-qualified.” A qualified architect will probablhy give you acompetitive bid, he said. Be very clearf about what you expect an architectto do, Sommer Check references for the firms you consider, and get a completwe biography of each team he said. The architect’s proposal should includd detailon subcontractors, such as a structurak engineer. “The architect usually gives an extensivepersonal presentation, so you can gril them,” he said.
Be sure to ask open-ende questions to get a sense ofthe architect’sz creativity. “If you’re doing suites, you want some pizzazz, because they’re goingb to pay a lot of money for Use a lawyer to review your contracf andavoid mistakes, Sommer said. “There’s a whole list of things to look for, but it comes down to a gut Sommer said. “You want a relationship like with a reall gooddoctor — I want to hear the and I’ll pick.” Gregory Lee, seniort vice president, asset at , said his firm hires architectsz for multifamily development and space planning for tenants, amongy other projects.
Look for strength and experience in the type ofstructurde you’re planning. Inquire about who the architect was for a building you like or don’t like. “Put that away for reference,” he Find an architect who can “value engineer” your project, he “Some architects can give you a look, quality feel and functionalitty for the same dollar through judicious use of the way they run the for example,” he said. Talk to othedr developers about how quickly architects have handled issueasthat arose. “That response time has he said. “Otherwise therd are a lot of people playing poked inthe trailers.
”
Tuesday 31 July 2012
Monday 30 July 2012
Saturday 28 July 2012
Kansas City Fed district manufacturing improves - Houston Business Journal:
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The production index for manufacturersw reporting an increase in production in June from May was 9 its first foray into positive territorsince August. About 33 percenf of companies surveyed said productiojwas up, and about 22 percent said it was down. The indezx was at -3 in May and -8 a year ago. Productiomn indexes increased for durable andnondurable goods-producing plants. The indexese for shipments, new orders and order backlog all increased forthe second-straighyt month and emerged from negative The employment index was -10 in June, up from -13 in May. It was at -9 a year ago. The averages employee workweek indexhit 3, jumping from -14 in May and -3 a year ago.
The indez had been negative since Inventories for materials and finished goodsxremained negative, worsening from May to June and from last The future-production outlook index reached 13, up from 1 in May and down from 17 a year ago. The futures capital expenditures index fellto -13 in June from -10 in May. The bank said most firmz indicated “some lingering hesitancu on major investments due to the only recent pickupin activity.” The 10th distric covers Western Missouri, Kansas, Nebraska, Oklahoma, Wyoming and northernn New Mexico.
The production index for manufacturersw reporting an increase in production in June from May was 9 its first foray into positive territorsince August. About 33 percenf of companies surveyed said productiojwas up, and about 22 percent said it was down. The indezx was at -3 in May and -8 a year ago. Productiomn indexes increased for durable andnondurable goods-producing plants. The indexese for shipments, new orders and order backlog all increased forthe second-straighyt month and emerged from negative The employment index was -10 in June, up from -13 in May. It was at -9 a year ago. The averages employee workweek indexhit 3, jumping from -14 in May and -3 a year ago.
The indez had been negative since Inventories for materials and finished goodsxremained negative, worsening from May to June and from last The future-production outlook index reached 13, up from 1 in May and down from 17 a year ago. The futures capital expenditures index fellto -13 in June from -10 in May. The bank said most firmz indicated “some lingering hesitancu on major investments due to the only recent pickupin activity.” The 10th distric covers Western Missouri, Kansas, Nebraska, Oklahoma, Wyoming and northernn New Mexico.
Friday 27 July 2012
Budweiser brewer Anheuser-Busch InBev considers distributor consolidation - Denver Business Journal:
yzirapogyg.wordpress.com
The company, the world’s largest brewer, has 10 distributorz in Colorado, according to its website. It operates a brewery in Fort A-B InBev is weighing whether to sell as much as half ofits U.S. beer volume directly to retailers through its own distributors in an attemp to save money and boost according to a report Wednesday from UBS analystMelissaq Earlam. That’s up from 7 percenty today. “ABI had thoughgt that 20 percent direct distribution was possible inthe U.S. Earlam wrote. “ABI now believes in theory 50 percen t of volumes could ultimately be sold throughdirect distribution.
” Even if A-B InBevc doesn’t go through with the consolidation, the very idea couled prompt distributors to merge, she said. Belgium-based A-B InBef is selling off assets and lookingh to trim costs to reduce the debt it took on when itboughrt St. Louis-based Anheuser-Busch last
The company, the world’s largest brewer, has 10 distributorz in Colorado, according to its website. It operates a brewery in Fort A-B InBev is weighing whether to sell as much as half ofits U.S. beer volume directly to retailers through its own distributors in an attemp to save money and boost according to a report Wednesday from UBS analystMelissaq Earlam. That’s up from 7 percenty today. “ABI had thoughgt that 20 percent direct distribution was possible inthe U.S. Earlam wrote. “ABI now believes in theory 50 percen t of volumes could ultimately be sold throughdirect distribution.
” Even if A-B InBevc doesn’t go through with the consolidation, the very idea couled prompt distributors to merge, she said. Belgium-based A-B InBef is selling off assets and lookingh to trim costs to reduce the debt it took on when itboughrt St. Louis-based Anheuser-Busch last
Wednesday 25 July 2012
Tuesday 24 July 2012
Strength Training as a Family Affair - New York Times (blog)
grigoriynirim.blogspot.com
New York Times (blog) | Strength Training as a Family Affair New York Times (blog) The American Academy of Pediatrics says that when done properly, resistance training has no adverse effects on growth in children and can increase strength and bone density without creating bulky muscles, and many studies have found it can be safe and ... St rength Training for Kids |
Monday 23 July 2012
UnitedHealthcare promises
efimtsovavadan.blogspot.com
The health plan, a unit of Minnesota-base d United Health Group (NYSE: announced the effort from its California headquartersin Cypress. It said it’sd collaborating with CalRHIO -- formally known as the Californiq Regional Health InformationOrganization -- to help build a statewide electronic health information exchange or HIE to let healthj insurers easily and quickly communicate with the state’z emergency rooms.
Primary vendors on the projecf include and According to a May 20 UnitedHealthcare is thefirst “national” markett participant to agree to supporgt and pay for HIE services statewide, as part of a push to build a sustainable business model for Previously, it depended on government funding and philanthropic grants from organizatiomn such as , Sutter Health and . “We haven’ t given out a figure yet, it is a multi-year agreement and the investment, from our is significant,” said Cheryl a Cypress-based spokeswoman for UnitedHealthcare/ of California.
In late CalRHIO said it needed $30 milliob in “seed money” to start work on its proposedelectronixc network, with a total cost then estimated at $300 million. Karemn Hunt, a CalRHIO spokeswoman, told the San Francisco Business Times Thursday that those numbers arestill “remarkably on track,” and that the $30 millioh would be spent to participating hospitals to “get the servicr brought up.
” Hunt said negotiations over fundinhg from UnitedHealthcare aren’t yet which explains why the size of its contribution isn’t yet “We’re still in the memorandum of understanding she said, indicating that a finapl agreement is expected in roughlgy two to four months. CalRHIO, launchesd in early 2005, is far behinfd projections made in early when it hoped to build the backbone ofits statewide, fee-basecd electronic data utility within 12 to 18 months, or by late Septembee of 2008 “at the latest.” At the CalRHIO officials said it woulc take at least two to three years to build the entire system.
As part of the broaderd statewide initiative, CalRHIO’s emerging electronic skeleton will delive r patient information such as medication lab results and clinical data from claims to hospital ERs for UnitedHealthcarer and affiliated PacifiCare of California commercialHMO customers. The rollout begins in Orangwe County emergency roomsthis summer, CalRHIk and UnitedHealthcare said in theid joint statement. But Hunt said CalRHIO is doinyg other work on the network inOrange County, independent of UnitedHealthcare, in conjunctioh with the Orange County Partnership Regional Health Information Organization, which she said was eagee to move ahead on the project.
Meanwhile, if otherr health plans followin UnitedHealthcare’s Hunt told the Business Times, CalRHIO will be able to take its projecty statewide. It’s borrowing the capital to buil d itselectronic “toll road,” officiale say, and will reap benefits when the networjk is up and running and health-planj payments start flowing in. A number of other regional healtb information organizations have closed or stumbled due to a lackof long-term funding for similaer projects, including the Santa Barbara County Care Data a pioneer in such efforts. Separately, CalRHIO confirmede that former CEO and PresidentDon Holmquest, M.D.
, left that post late last a move not announced at the to become a senior advisor to the Holmquest, a former NASA astronaut, hasn’y been replaced, but officials expect to have a new CEO on boar d by this summer, said Hunt. In the interim, chairmab and co-founder Molly Coye, M.D., and COO Debbier Rieger are runningthe
The health plan, a unit of Minnesota-base d United Health Group (NYSE: announced the effort from its California headquartersin Cypress. It said it’sd collaborating with CalRHIO -- formally known as the Californiq Regional Health InformationOrganization -- to help build a statewide electronic health information exchange or HIE to let healthj insurers easily and quickly communicate with the state’z emergency rooms.
Primary vendors on the projecf include and According to a May 20 UnitedHealthcare is thefirst “national” markett participant to agree to supporgt and pay for HIE services statewide, as part of a push to build a sustainable business model for Previously, it depended on government funding and philanthropic grants from organizatiomn such as , Sutter Health and . “We haven’ t given out a figure yet, it is a multi-year agreement and the investment, from our is significant,” said Cheryl a Cypress-based spokeswoman for UnitedHealthcare/ of California.
In late CalRHIO said it needed $30 milliob in “seed money” to start work on its proposedelectronixc network, with a total cost then estimated at $300 million. Karemn Hunt, a CalRHIO spokeswoman, told the San Francisco Business Times Thursday that those numbers arestill “remarkably on track,” and that the $30 millioh would be spent to participating hospitals to “get the servicr brought up.
” Hunt said negotiations over fundinhg from UnitedHealthcare aren’t yet which explains why the size of its contribution isn’t yet “We’re still in the memorandum of understanding she said, indicating that a finapl agreement is expected in roughlgy two to four months. CalRHIO, launchesd in early 2005, is far behinfd projections made in early when it hoped to build the backbone ofits statewide, fee-basecd electronic data utility within 12 to 18 months, or by late Septembee of 2008 “at the latest.” At the CalRHIO officials said it woulc take at least two to three years to build the entire system.
As part of the broaderd statewide initiative, CalRHIO’s emerging electronic skeleton will delive r patient information such as medication lab results and clinical data from claims to hospital ERs for UnitedHealthcarer and affiliated PacifiCare of California commercialHMO customers. The rollout begins in Orangwe County emergency roomsthis summer, CalRHIk and UnitedHealthcare said in theid joint statement. But Hunt said CalRHIO is doinyg other work on the network inOrange County, independent of UnitedHealthcare, in conjunctioh with the Orange County Partnership Regional Health Information Organization, which she said was eagee to move ahead on the project.
Meanwhile, if otherr health plans followin UnitedHealthcare’s Hunt told the Business Times, CalRHIO will be able to take its projecty statewide. It’s borrowing the capital to buil d itselectronic “toll road,” officiale say, and will reap benefits when the networjk is up and running and health-planj payments start flowing in. A number of other regional healtb information organizations have closed or stumbled due to a lackof long-term funding for similaer projects, including the Santa Barbara County Care Data a pioneer in such efforts. Separately, CalRHIO confirmede that former CEO and PresidentDon Holmquest, M.D.
, left that post late last a move not announced at the to become a senior advisor to the Holmquest, a former NASA astronaut, hasn’y been replaced, but officials expect to have a new CEO on boar d by this summer, said Hunt. In the interim, chairmab and co-founder Molly Coye, M.D., and COO Debbier Rieger are runningthe
Saturday 21 July 2012
Texas unveils statewide effort to boost college graduation - Houston Business Journal:
ejoxot.wordpress.com
Transfer 101: From Community College to University is the officialp name ofthe campaign. The effort is beinvg backed bythe , the and the . San Antonioo is home to five community colleges underAlampo Colleges, two UT Systen universities and one Texas A&Mj extension campus. Research already shows that students who complete theid first two years of higher education at a community college and then transfer toa four-yearr institution are more likely to graduate with a bachelor’s than thosw who begin their college careers at a four-year The challenge is figuring out why only less than 20 percenf of community college students are taking the next step and transferring to a four-yeaer university.
The campaign is designed to encourag e more community college students to pursudebaccalaureate degrees. Government and education leadersd have set a statewidre goal of increasing the number of university graduates going intothe workforce. “Ww know that providing accurate and easily accessible information for academic planning is and part of what this initiativr aims to do is strengthen partnerships so that we increaswe transfer optionsfor students,” says Martha Ellis, the UT System’s associate vice chancellor for community college Beginning in the fall 2009 semester, planas call for every community college in Texas to post the Transferr 101 logo on their school Web The link will have informationm on how students can make the transitioj from a community college to a university.
Transfer 101: From Community College to University is the officialp name ofthe campaign. The effort is beinvg backed bythe , the and the . San Antonioo is home to five community colleges underAlampo Colleges, two UT Systen universities and one Texas A&Mj extension campus. Research already shows that students who complete theid first two years of higher education at a community college and then transfer toa four-yearr institution are more likely to graduate with a bachelor’s than thosw who begin their college careers at a four-year The challenge is figuring out why only less than 20 percenf of community college students are taking the next step and transferring to a four-yeaer university.
The campaign is designed to encourag e more community college students to pursudebaccalaureate degrees. Government and education leadersd have set a statewidre goal of increasing the number of university graduates going intothe workforce. “Ww know that providing accurate and easily accessible information for academic planning is and part of what this initiativr aims to do is strengthen partnerships so that we increaswe transfer optionsfor students,” says Martha Ellis, the UT System’s associate vice chancellor for community college Beginning in the fall 2009 semester, planas call for every community college in Texas to post the Transferr 101 logo on their school Web The link will have informationm on how students can make the transitioj from a community college to a university.
Friday 20 July 2012
Curry Rivel man found guilty of child sex charges - This is The West Country
grihanovveimavox.blogspot.com
Curry Rivel man found guilty of child sex charges This is The West Country Richard Harwood, of Parsonage Place in Curry Rivel, was found guilty today (July 12) of eight sexual activity offences, including six penetrative, between a girl aged 13-15 following a four-day trial at Taunton Crown Court. He has been released on bail ... |
Wednesday 18 July 2012
IBM raises earnings outlook despite weak tech spending - Reuters
a-aveywe.blogspot.com
Independent Online | IBM raises earnings outlook despite weak tech spending Reuters EPS of $3.51 beats Street view of $3.43. * Q2 revenue of $25.8 bln vs Street view of $26.3 bln. * Raises FY EPS target to at least $15.10 from at least $15.00. (Adds analyst comment). July 18 (Reuters) - IBM raised its full-year earnings target despite ... IBM Raises Forecast After Q2 Beats Estimates IBM Sees Earnings Jump, Raises Outlook |
Tuesday 17 July 2012
GM files bankruptcy - Nashville Business Journal:
stockdaleiqemico1521.blogspot.com
billion and assets of $82.3w billion. The bankruptcy, filed in New York, lists unsecurec claims by the ($20.6 billion) and the Internationao Union of Electronic, Electrical, Salaried, Machinwe and Furniture Workers/Communication Workers ($2.78 billion). Other unsecured debt listed in the filingfincludes $22.8 billion serviced by and $4.5 billionb by . Boca Raton-based has a claim for $4.745 million, according to the petition, file d with the U.S. Bankruptcy Court of the Southernb District ofNew York. Auto retailers that survive the bankruptcied of GMand Chrysler, which filer in April, hope it helps to pave the way to recoverh in the industry.
“Today’s action will allow GM to move forwardf and be competitive inthe marketplace,” spokesmanh Marc Cannon said Monday in an e-mailed statement. “The goal of making GM profitabls ata 10-million, new-unit sellinyg rate will position them for when the industry begins to recover later in 2010.” Fort Lauderdale-based AutoNation, the nation'z largest auto retailer, has six GM franchises and seven Chrysletr franchises on the automakers’ closure lists. Althougbh viewed as inevitable and necessaryuby many, Chairman John McEleney said in a news release that the filingh marks “a historically sad day for American business.
” Chrysler is expected to emerge from its Chaptef 11 process soon after shuttering 789 dealerships. GM also announceed plans to close 1,100 dealerships. GM announced April 27 that it anticipates reducintits U.S. dealer count from 6,246 to 3,605t by the end of 2010. Dealershi closings already have started. According to Associatedr Press, GM will rely on more government assistance: $30 billionn of additional financial assistance from theand $9.5 billion from on top of about $20 billion it already received in low-interest loans. GM’ds lead bankruptcy law firm is WeilGotshaew & Manges, with attorney Stephen Karotkin signing the filing.
In a news the automaker said it would focua on the following priorities when emergingyfrom bankruptcy: Focus on four core brandx in the U.S. – Chevrolet, Buick and GMC - with fewer nameplatesx and a more competitive level of marketing supporttper brand. Close a competitive gap in active labor costs compared with foreignauto makers. Increase the percentagwe of U.S. sales manufactured domestically. Featurde lower costs at a U.S. total industry volume of approximately 10million vehicles, which would be substantialluy below the 15 million to 17 millionb annual vehicle sales rates recorded between 1995 and 2007.
Achieved lower structural costs, in part, by further reducinh 2009 salaried employment in North America to approximately froma year-end total of and continue to improve its balance sheett by reducing retiree benefits for salaried retirees and non-UAW hourly Increase its investment in fuel economy and advanced propulsion technologies. Click to read the petition.
billion and assets of $82.3w billion. The bankruptcy, filed in New York, lists unsecurec claims by the ($20.6 billion) and the Internationao Union of Electronic, Electrical, Salaried, Machinwe and Furniture Workers/Communication Workers ($2.78 billion). Other unsecured debt listed in the filingfincludes $22.8 billion serviced by and $4.5 billionb by . Boca Raton-based has a claim for $4.745 million, according to the petition, file d with the U.S. Bankruptcy Court of the Southernb District ofNew York. Auto retailers that survive the bankruptcied of GMand Chrysler, which filer in April, hope it helps to pave the way to recoverh in the industry.
“Today’s action will allow GM to move forwardf and be competitive inthe marketplace,” spokesmanh Marc Cannon said Monday in an e-mailed statement. “The goal of making GM profitabls ata 10-million, new-unit sellinyg rate will position them for when the industry begins to recover later in 2010.” Fort Lauderdale-based AutoNation, the nation'z largest auto retailer, has six GM franchises and seven Chrysletr franchises on the automakers’ closure lists. Althougbh viewed as inevitable and necessaryuby many, Chairman John McEleney said in a news release that the filingh marks “a historically sad day for American business.
” Chrysler is expected to emerge from its Chaptef 11 process soon after shuttering 789 dealerships. GM also announceed plans to close 1,100 dealerships. GM announced April 27 that it anticipates reducintits U.S. dealer count from 6,246 to 3,605t by the end of 2010. Dealershi closings already have started. According to Associatedr Press, GM will rely on more government assistance: $30 billionn of additional financial assistance from theand $9.5 billion from on top of about $20 billion it already received in low-interest loans. GM’ds lead bankruptcy law firm is WeilGotshaew & Manges, with attorney Stephen Karotkin signing the filing.
In a news the automaker said it would focua on the following priorities when emergingyfrom bankruptcy: Focus on four core brandx in the U.S. – Chevrolet, Buick and GMC - with fewer nameplatesx and a more competitive level of marketing supporttper brand. Close a competitive gap in active labor costs compared with foreignauto makers. Increase the percentagwe of U.S. sales manufactured domestically. Featurde lower costs at a U.S. total industry volume of approximately 10million vehicles, which would be substantialluy below the 15 million to 17 millionb annual vehicle sales rates recorded between 1995 and 2007.
Achieved lower structural costs, in part, by further reducinh 2009 salaried employment in North America to approximately froma year-end total of and continue to improve its balance sheett by reducing retiree benefits for salaried retirees and non-UAW hourly Increase its investment in fuel economy and advanced propulsion technologies. Click to read the petition.
Monday 16 July 2012
'Q' ready for seat adjustment with PPP in KP - DAWN.com
kittredgeihuhyla1951.blogspot.com
'Q' ready for seat adjustment with PPP in KP DAWN.com MANSEHRA, July 15: The new provincial president of Pakistan Muslim League-Q, Syed Qasim Shah, has said his party can make seat adjustment with Pakistan People's Party and other like-minded parties in Khyber Pakhtunkhwa in the next general elections ... Seat adjustment with likeminded parties likely: Qasim Shah |
Saturday 14 July 2012
Allison to speak at WIBA luncheon - Wichita Business Journal:
manuscripts-shuwatu.blogspot.com
It will be one of Allison’s first public speaking engagements since taking overUSD 259’sw top job Monday. Tuesday’s luncheon is from 11:454 a.m. to 1:15 p.m. in the WIBA conference 445 N. Waco. Cost is $15 and reservations are requestee by Friday bycalling 267-8987 or via e-mail at membership@wiba.org. “Ths future of education is important to our communithy and toWIBA members,” said Tim WIBA president, in a written statement. “We welcome Mr. Allisonm to Wichita, and look forward to hearin g his vision for publicd education in our The speaking engagement is part of an alreadty full schedule for Alliso n as he gets accustomed to Wichita andUSD 259.
Allison started his new job Monday by meeting with membere ofthe district’s leadership team. That was followed by visit to two ofthe district’s elementary College Hill and Linwood. He took time to speaok with reporters following a tourof Linwood. Allisonj says he is pleased with how USD 259 officials kept him up to date on what was happeninv in Wichita since he was hiredMarcj 2. He has put together a 100-day plan to starf his tenure that includes meeting with county and business leaders as well asdistrict “I’m coming in with a lot of learningv to do,” he says.
Allison also plans to spendx time inthe district’s buildings and likelty will substitute teach. “When it comeas down to it, I’m an he says. “(The buildings are) wherre we make it or break it asa district.” Allisoh came to Wichita after serving two years as superintendenr of the Mt. Lebanon School District in the Pittsburgh, Pa. It’s a home coming of sorts for Allison who grew up in the Kansasw City area and started his career in the Shawnew MissionSchool District.
It will be one of Allison’s first public speaking engagements since taking overUSD 259’sw top job Monday. Tuesday’s luncheon is from 11:454 a.m. to 1:15 p.m. in the WIBA conference 445 N. Waco. Cost is $15 and reservations are requestee by Friday bycalling 267-8987 or via e-mail at membership@wiba.org. “Ths future of education is important to our communithy and toWIBA members,” said Tim WIBA president, in a written statement. “We welcome Mr. Allisonm to Wichita, and look forward to hearin g his vision for publicd education in our The speaking engagement is part of an alreadty full schedule for Alliso n as he gets accustomed to Wichita andUSD 259.
Allison started his new job Monday by meeting with membere ofthe district’s leadership team. That was followed by visit to two ofthe district’s elementary College Hill and Linwood. He took time to speaok with reporters following a tourof Linwood. Allisonj says he is pleased with how USD 259 officials kept him up to date on what was happeninv in Wichita since he was hiredMarcj 2. He has put together a 100-day plan to starf his tenure that includes meeting with county and business leaders as well asdistrict “I’m coming in with a lot of learningv to do,” he says.
Allison also plans to spendx time inthe district’s buildings and likelty will substitute teach. “When it comeas down to it, I’m an he says. “(The buildings are) wherre we make it or break it asa district.” Allisoh came to Wichita after serving two years as superintendenr of the Mt. Lebanon School District in the Pittsburgh, Pa. It’s a home coming of sorts for Allison who grew up in the Kansasw City area and started his career in the Shawnew MissionSchool District.
Friday 13 July 2012
ECMC upgrading trauma units - Business First of Buffalo:
ykyhola.blogspot.com
The hospital, the designated Regional Trauma and Disastere Preparedness Center for WesternhNew York, plans to add 12 exam two operating rooms and new support areas for emergencyh and surgical services in its emergency department. Currently, the hospitalk has 29 exam rooms and 10 operating The hospital has not made upgrades to its ER sincse a redesign of the spacein 1997. Final approval is still requirede by the StateHealth Department. The which was first announcedin February, will not interrupt serviced in the existing space while work is underway. Jody who was named CEO in early January, said in a preparede release the project is a positive step towar improving care atthe facility.
“This is the firsg physical sign of the progress and improvementd that we will see at ECMC in the next months and yearss as we work with Great Lakesw Health to improve our collective facilities to servspatients better,” he said. ECMC serveds nearly 55,000 patients in its ER last year, an increasd from 48,670 in 2005. The increasex capacity will allow the hospital to improvew care in thetrauma center, as well as give surgeons the abilityh to perform more procedures in orthopedics, generapl surgery and vascular surgery. ECMC recently hired additionalk surgeons to respond to the increase insurgicalo volume.
The hospital said the additiona l operating rooms will accommodate projected growth in surgerieaas well, particularly helpful for neurosurgicaol and spine cases which take more time. Increases capacity also opens up space forelectivre surgeries. ECMC includes a medical center with 550inpatienyt beds, 136 skilled nursing home beds, on- and off-campuws health centers and more than 40 outpatient specialtgy care clinics. ECMC joins several othe r area hospitals in announcing emergency department expansionsthis year, including ’s Mercgy Hospital and Sisters of Charityy Hospital.
Millard Fillmore Suburban Hospital this year completed an expansion projec t that addeda 38-bed emergency departmenf and 10 operating room suites.
The hospital, the designated Regional Trauma and Disastere Preparedness Center for WesternhNew York, plans to add 12 exam two operating rooms and new support areas for emergencyh and surgical services in its emergency department. Currently, the hospitalk has 29 exam rooms and 10 operating The hospital has not made upgrades to its ER sincse a redesign of the spacein 1997. Final approval is still requirede by the StateHealth Department. The which was first announcedin February, will not interrupt serviced in the existing space while work is underway. Jody who was named CEO in early January, said in a preparede release the project is a positive step towar improving care atthe facility.
“This is the firsg physical sign of the progress and improvementd that we will see at ECMC in the next months and yearss as we work with Great Lakesw Health to improve our collective facilities to servspatients better,” he said. ECMC serveds nearly 55,000 patients in its ER last year, an increasd from 48,670 in 2005. The increasex capacity will allow the hospital to improvew care in thetrauma center, as well as give surgeons the abilityh to perform more procedures in orthopedics, generapl surgery and vascular surgery. ECMC recently hired additionalk surgeons to respond to the increase insurgicalo volume.
The hospital said the additiona l operating rooms will accommodate projected growth in surgerieaas well, particularly helpful for neurosurgicaol and spine cases which take more time. Increases capacity also opens up space forelectivre surgeries. ECMC includes a medical center with 550inpatienyt beds, 136 skilled nursing home beds, on- and off-campuws health centers and more than 40 outpatient specialtgy care clinics. ECMC joins several othe r area hospitals in announcing emergency department expansionsthis year, including ’s Mercgy Hospital and Sisters of Charityy Hospital.
Millard Fillmore Suburban Hospital this year completed an expansion projec t that addeda 38-bed emergency departmenf and 10 operating room suites.
Wednesday 11 July 2012
Health Care Property Investors completes CNL Retirement buy - Orlando Business Journal:
oryzacody.wordpress.com
billion, a figure deal-makers have said marks the largesgt sale of a Central Floridaa company inthe region's history. Orlando-headquartered CNL Retirement was a real estatr investment trust with investments mainly inindependentg living, assisted living and continuing care retirement communities, medicalk office buildings and other medical real estate. As of June 30, CNL Retiremenrt owned a portfolio of 273 propertiexs in 33states (excluding properties held for sale). With $11. 5 billion in aggregate value now that the deal is Long Beach, Calif.
-based Health Care Property Investorsz (NYSE: HCP) will include nearly 800 properties in 44 operated by companies such as Sunrises Senior Living Services Inc., American Retirement HCA Inc., Horizon Bay, Erickson Retirement Communities LLC and Encor Senior Living, as well as commerciapl medical developers such as The Cirrus Group and The Dascol Cos. LLC. The company plans to establish an East Coasf officein Orlando. Under the deal's terms and based on the price of HCP stocmk at the close of themarke Oct. 4, HCP will pay CNL Retirement shareholderxsabout $13.85 per share, consistinf of about 80 percent cash and 20 percengt stock. CNL Retirement shareholders will getabout $11.1w cash and .
0865 shares of HCP common stock (valuee at $2.72) for every sharee of CNL Retirement stock. At the time of the CNL Retirement hadabout 264.2 million shares outstanding. The deal include s the assumption or refinancing ofabout $1.7 billionm of CNL Retirement's outstanding debt. "This is a tremendous transactiob for our shareholders andfor HCP's says CNL Retirement founder and Chairman James M. Senef Jr. in a statement. HCP also bought , the externak adviser to CNL Retirement, for 4,378,9187 shares of HCP common stock, sold as the resulty of a separate process.
CNL Retirement'w board of directors and a speciap committee of independent directors of the board unanimously approvedthe transaction, and shareholderx agreed with the deal 26. acted as financial advisedr to CNLRetirement Properties, and served as legal counsel. actedd as financial adviser, and acted as legal adviser to thespecial committee.
billion, a figure deal-makers have said marks the largesgt sale of a Central Floridaa company inthe region's history. Orlando-headquartered CNL Retirement was a real estatr investment trust with investments mainly inindependentg living, assisted living and continuing care retirement communities, medicalk office buildings and other medical real estate. As of June 30, CNL Retiremenrt owned a portfolio of 273 propertiexs in 33states (excluding properties held for sale). With $11. 5 billion in aggregate value now that the deal is Long Beach, Calif.
-based Health Care Property Investorsz (NYSE: HCP) will include nearly 800 properties in 44 operated by companies such as Sunrises Senior Living Services Inc., American Retirement HCA Inc., Horizon Bay, Erickson Retirement Communities LLC and Encor Senior Living, as well as commerciapl medical developers such as The Cirrus Group and The Dascol Cos. LLC. The company plans to establish an East Coasf officein Orlando. Under the deal's terms and based on the price of HCP stocmk at the close of themarke Oct. 4, HCP will pay CNL Retirement shareholderxsabout $13.85 per share, consistinf of about 80 percent cash and 20 percengt stock. CNL Retirement shareholders will getabout $11.1w cash and .
0865 shares of HCP common stock (valuee at $2.72) for every sharee of CNL Retirement stock. At the time of the CNL Retirement hadabout 264.2 million shares outstanding. The deal include s the assumption or refinancing ofabout $1.7 billionm of CNL Retirement's outstanding debt. "This is a tremendous transactiob for our shareholders andfor HCP's says CNL Retirement founder and Chairman James M. Senef Jr. in a statement. HCP also bought , the externak adviser to CNL Retirement, for 4,378,9187 shares of HCP common stock, sold as the resulty of a separate process.
CNL Retirement'w board of directors and a speciap committee of independent directors of the board unanimously approvedthe transaction, and shareholderx agreed with the deal 26. acted as financial advisedr to CNLRetirement Properties, and served as legal counsel. actedd as financial adviser, and acted as legal adviser to thespecial committee.
Tuesday 10 July 2012
Solar firms lament loss of
yvejodo.wordpress.com
In addition to expiring tax the industry grappledwith tax-equity investors pulling back in the last “Most of the tax-equity players have cut back throughoutg the industry,” said Lyndon Rive, CEO of . “Jobse that … had tax-equity investors, don’t have tax-equith investors anymore.” Companies including , , , JP , , and others essentially buy tax benefits from sola companiesthat don’t have enough taxable incomee to use those credits on theirr own. Tax-equity investors get to use those tax credits as part of a strategt to shelter otherwisetaxable income.
And the incomd lets solar companies cut pricees for the products and Many in the solar industrgy say that among all of the technologicak breakthroughs the industryis it’s financing innovations like tax-equity investing that are driving the industry’s growth. But the credit crisis — including massively changed circumstances for some of thebig tax-equithy players — changed all of “There’s simply fewer investors because there are fewer banks and fewer investment banks,” said Ed Feo, an attorneg and co-chair of the project financer and energy practice of Milbank Tweed, Hadleh & McCloy in Los Angeles.
Large banks that surviver the chaos and have acquired troubled banksx are likely to adjust their tax strategies now that lossex from the troubled banks are ontheir books, Feo JPMorgan, for example, is probably the biggesty player in the energy tax-equity he said. But JPMorgan on Sept. 29 paid $1.9 billion for seizex ’s deposits. “JPMorgan is still but you have to wonder from a tax planning how important this is relativew to everythingelse they’re doing,” Feo said. Rive said SolarCitty is one of theluckyg companies. Morgan Stanley has not pulled back on its commitmenf tofund SolarCity’s SolarLease program.
In San Francisco, that progra can save a customer money on electric billsx fromday one, an attractive feature that other solat companies haven’t been able to offer. With fewerd tax-equity investors, competition is heating up amonfgsolar companies. Renewable-energy developers already are accepting the less advantageouxs terms made availableby tax-equity investors, and they feel they have less leverage to Feo said. “The reality is we have just as many or more tax advantagse asset opportunities that are chasingless money,” said Alexanderd Welczeck, founding partner at . “Morer deals chasing less money makex that ratego up.
”
In addition to expiring tax the industry grappledwith tax-equity investors pulling back in the last “Most of the tax-equity players have cut back throughoutg the industry,” said Lyndon Rive, CEO of . “Jobse that … had tax-equity investors, don’t have tax-equith investors anymore.” Companies including , , , JP , , and others essentially buy tax benefits from sola companiesthat don’t have enough taxable incomee to use those credits on theirr own. Tax-equity investors get to use those tax credits as part of a strategt to shelter otherwisetaxable income.
And the incomd lets solar companies cut pricees for the products and Many in the solar industrgy say that among all of the technologicak breakthroughs the industryis it’s financing innovations like tax-equity investing that are driving the industry’s growth. But the credit crisis — including massively changed circumstances for some of thebig tax-equithy players — changed all of “There’s simply fewer investors because there are fewer banks and fewer investment banks,” said Ed Feo, an attorneg and co-chair of the project financer and energy practice of Milbank Tweed, Hadleh & McCloy in Los Angeles.
Large banks that surviver the chaos and have acquired troubled banksx are likely to adjust their tax strategies now that lossex from the troubled banks are ontheir books, Feo JPMorgan, for example, is probably the biggesty player in the energy tax-equity he said. But JPMorgan on Sept. 29 paid $1.9 billion for seizex ’s deposits. “JPMorgan is still but you have to wonder from a tax planning how important this is relativew to everythingelse they’re doing,” Feo said. Rive said SolarCitty is one of theluckyg companies. Morgan Stanley has not pulled back on its commitmenf tofund SolarCity’s SolarLease program.
In San Francisco, that progra can save a customer money on electric billsx fromday one, an attractive feature that other solat companies haven’t been able to offer. With fewerd tax-equity investors, competition is heating up amonfgsolar companies. Renewable-energy developers already are accepting the less advantageouxs terms made availableby tax-equity investors, and they feel they have less leverage to Feo said. “The reality is we have just as many or more tax advantagse asset opportunities that are chasingless money,” said Alexanderd Welczeck, founding partner at . “Morer deals chasing less money makex that ratego up.
”
Monday 9 July 2012
Grede Foundries files for bankruptcy protection - Business First of Columbus:
andreychukuze.blogspot.com
Wayzata Investment Partners LLCof Minn., an SEC-registered investment adviser and manager of private investmeng funds with more than $5 billion in assets, has offered to providr a $45 million temporary loan facility to allow time for an orderl sale under the supervision of the Bankruptcy Court. Since 1992, Wayzata has invested more than $12 billioj in more than 600 investments. The made Tuesday in the U.S. Bankruptcy Courf for the Western Districtof Wisconsin, was driven by the impacrt of the current economic downturn on the companuy and its customers, particularly the automotive industry, said Richard Koenings chairmajn of the board of directors for Wauwatosa-basef Grede.
The reorganization and asset sale is expecteed to position the company for a turnarounr as the country emerges from the most difficulft economic period it has seenin generations, he “The significant deterioration in the automotivee and construction industries and the resulting impacr on our company and the foundrgy industry in general require that we take this strategic action,” Koenings said. “We have carefulluy explored many options, and believe a sale to a strong financiapl backer like Wayzata is the best way to effectively procees in what has been an exceedinglydifficulg marketplace.
” Koenings stressed that Grede Foundries remains in business and that jobs will remainm during the transition. “Thid move gives us the time to restructured while we continue to do business and operate our he said. “Grede will continue to buy goods and servicesx fromits vendors, support its work forcs and provide its customers with the same quality products and service they’ve come to expect from us. Our goal is to preserves and strengthen our business so that we can compete successfullyg inthe future.” Wayzata has also agreer to make the first bid, often called a “stalkinf horse” bid, for Grede.
“Wayzata’s commitment showds their belief in the strength of the Grede name and its respectee position in thefoundry industry,” Koenings Sales of businesses in bankruptcy proceedings are often structured where one compangy makes the initial bid for anotherr company’s assets. Under rules approved by the court, higher offers from third parties can be submitted ascompetintg bids. The “stalking horse” arrangement help ensure that Grede receives the best value for its assetas and allows for offers that are best for the creditoras while preserving thebusiness operations, companyg management said.
Grede said that it has already receivedc inquiries from other parties that are interestedin Grede’as production capacity. Koenings said Grede expects the sale and related biddinbg process to move steadily through thecourt system. “We are deeplh committed to doing everything necessary to put our company on solixd footing as the nation begins to rise out of the worstt economic conditions since the Great he said. “Our customers very clearlyg want us to succeed and have been very Grede announced in May that it had laid off 81 employeess from its foundry in Wauwatos a since the end of In April, the company revealeds plans to close its foundru in Greenwood, S.C.
Wayzata Investment Partners LLCof Minn., an SEC-registered investment adviser and manager of private investmeng funds with more than $5 billion in assets, has offered to providr a $45 million temporary loan facility to allow time for an orderl sale under the supervision of the Bankruptcy Court. Since 1992, Wayzata has invested more than $12 billioj in more than 600 investments. The made Tuesday in the U.S. Bankruptcy Courf for the Western Districtof Wisconsin, was driven by the impacrt of the current economic downturn on the companuy and its customers, particularly the automotive industry, said Richard Koenings chairmajn of the board of directors for Wauwatosa-basef Grede.
The reorganization and asset sale is expecteed to position the company for a turnarounr as the country emerges from the most difficulft economic period it has seenin generations, he “The significant deterioration in the automotivee and construction industries and the resulting impacr on our company and the foundrgy industry in general require that we take this strategic action,” Koenings said. “We have carefulluy explored many options, and believe a sale to a strong financiapl backer like Wayzata is the best way to effectively procees in what has been an exceedinglydifficulg marketplace.
” Koenings stressed that Grede Foundries remains in business and that jobs will remainm during the transition. “Thid move gives us the time to restructured while we continue to do business and operate our he said. “Grede will continue to buy goods and servicesx fromits vendors, support its work forcs and provide its customers with the same quality products and service they’ve come to expect from us. Our goal is to preserves and strengthen our business so that we can compete successfullyg inthe future.” Wayzata has also agreer to make the first bid, often called a “stalkinf horse” bid, for Grede.
“Wayzata’s commitment showds their belief in the strength of the Grede name and its respectee position in thefoundry industry,” Koenings Sales of businesses in bankruptcy proceedings are often structured where one compangy makes the initial bid for anotherr company’s assets. Under rules approved by the court, higher offers from third parties can be submitted ascompetintg bids. The “stalking horse” arrangement help ensure that Grede receives the best value for its assetas and allows for offers that are best for the creditoras while preserving thebusiness operations, companyg management said.
Grede said that it has already receivedc inquiries from other parties that are interestedin Grede’as production capacity. Koenings said Grede expects the sale and related biddinbg process to move steadily through thecourt system. “We are deeplh committed to doing everything necessary to put our company on solixd footing as the nation begins to rise out of the worstt economic conditions since the Great he said. “Our customers very clearlyg want us to succeed and have been very Grede announced in May that it had laid off 81 employeess from its foundry in Wauwatos a since the end of In April, the company revealeds plans to close its foundru in Greenwood, S.C.
Saturday 7 July 2012
FP&L rate hike request called
ramoledef.blogspot.com
Representatives from those agenciesblasted FP&L’a rate increase at a public hearing Thursda y morning in Fort In the first hour and a half of the only opposition was expressed. “We believe the amounr they’re asking for is excessive. It’s just too much to ask for in today’as economic times,” said J.R. Kelly, public counsel with the Florida Officde ofPublic Counsel. The Juno Beach-based utilit is struggling to make the case that it is alreadh the most efficient utility inthe state, and it woul use additional funding to reinvest in greaterd efficiency.
It has asked for approval of an increasse to its base rate that would raise the averagde residentialbill – 1,000 kilowatt hours – by $12 per FP&L projects that lower fuel costs – mostlu natural gas and coal – will lower the averag residential bill next year by $17, so its requestt actually won’t raise anyone’s bill. FPL has arguec that its proposal, if approved by the , will decreas e the typical billby $5 monthly or 4 percent starting on January 2010. But Kell and others said Thursday morning that fuel prices arenot predictable. Kellg argues the rate increasee would guarantee a return on investmenfof 12.
5 percent for the utility, and that everg one percent represents $130 million. “That is just too much Maybe five years in the futures we will have aflourishing economy,” Kelluy said, adding that his offic supports a return of 9.5 or 10 percent. Accordiny to Kelly, FP&L has already acknowledgedx they over-collected $1.25 billion from rate-payerxs for depreciation. In opening Marlene Santos, the utility’s vice president of customerf service/sales and marketing, said customers benefit from the utility’s strong financial position.
“Whejn we save on financing, our customers save on our bills,” she But speaker after speaker said the grimeconomg – foreclosures, unemployment and droppin home values – made this the wronhg time for rate increases designed to enhancew the utility’s financial position. “We doubyt they need any increase at allto own, operats and maintain their system,” said Roberg Sheffel Wright, an attorney with Tallahassee-based Young van who was speaking on behalrf of the Florida Retail Federation. The Publicf Service Commission, which regulates state will decidein mid-November whether to grant FPL'sz request. The PSC will hold hearings again Friday, 10:30 a.
m. at the Nortb Dade Regional Libraryin Miami; and 6 p.m. at the Plantatiob City Council Chambers.
Representatives from those agenciesblasted FP&L’a rate increase at a public hearing Thursda y morning in Fort In the first hour and a half of the only opposition was expressed. “We believe the amounr they’re asking for is excessive. It’s just too much to ask for in today’as economic times,” said J.R. Kelly, public counsel with the Florida Officde ofPublic Counsel. The Juno Beach-based utilit is struggling to make the case that it is alreadh the most efficient utility inthe state, and it woul use additional funding to reinvest in greaterd efficiency.
It has asked for approval of an increasse to its base rate that would raise the averagde residentialbill – 1,000 kilowatt hours – by $12 per FP&L projects that lower fuel costs – mostlu natural gas and coal – will lower the averag residential bill next year by $17, so its requestt actually won’t raise anyone’s bill. FPL has arguec that its proposal, if approved by the , will decreas e the typical billby $5 monthly or 4 percent starting on January 2010. But Kell and others said Thursday morning that fuel prices arenot predictable. Kellg argues the rate increasee would guarantee a return on investmenfof 12.
5 percent for the utility, and that everg one percent represents $130 million. “That is just too much Maybe five years in the futures we will have aflourishing economy,” Kelluy said, adding that his offic supports a return of 9.5 or 10 percent. Accordiny to Kelly, FP&L has already acknowledgedx they over-collected $1.25 billion from rate-payerxs for depreciation. In opening Marlene Santos, the utility’s vice president of customerf service/sales and marketing, said customers benefit from the utility’s strong financial position.
“Whejn we save on financing, our customers save on our bills,” she But speaker after speaker said the grimeconomg – foreclosures, unemployment and droppin home values – made this the wronhg time for rate increases designed to enhancew the utility’s financial position. “We doubyt they need any increase at allto own, operats and maintain their system,” said Roberg Sheffel Wright, an attorney with Tallahassee-based Young van who was speaking on behalrf of the Florida Retail Federation. The Publicf Service Commission, which regulates state will decidein mid-November whether to grant FPL'sz request. The PSC will hold hearings again Friday, 10:30 a.
m. at the Nortb Dade Regional Libraryin Miami; and 6 p.m. at the Plantatiob City Council Chambers.
Friday 6 July 2012
Dohoney presents budget recommendations to council - Business Courier of Cincinnati:
mytyhona.wordpress.com
His recommendations include: $9 million in department expensw reductions, $4.2 million in furlough days, as well as usingb $6.7 million in reserves and balances. Some of the suggestef departmentreductions include: not adding two ambulances, discontinuing yard wastew collections and cutting 50 to 70 part-time positions, accordingg to a list of recommendations released by the city. Residents would be able to take yard wasterto drop-off locations instead. All non-enterprise employees wouled also be required to take six furlough days in 2009 and 10 in according tothe recommendations.
Dohoney also presentes a “plan B” to address projected shortfalls in which would include laying off an unspecified number of full-time city employees, addinbg that the administration will prepare a layoff plan for the 2010
His recommendations include: $9 million in department expensw reductions, $4.2 million in furlough days, as well as usingb $6.7 million in reserves and balances. Some of the suggestef departmentreductions include: not adding two ambulances, discontinuing yard wastew collections and cutting 50 to 70 part-time positions, accordingg to a list of recommendations released by the city. Residents would be able to take yard wasterto drop-off locations instead. All non-enterprise employees wouled also be required to take six furlough days in 2009 and 10 in according tothe recommendations.
Dohoney also presentes a “plan B” to address projected shortfalls in which would include laying off an unspecified number of full-time city employees, addinbg that the administration will prepare a layoff plan for the 2010
Wednesday 4 July 2012
Knowing performance indicators can help your business - bizjournals:
vypybiza.wordpress.com
Answer: It’s important to know the key performancindicators (KPI) of your business. You can start with your monthlyt income statement andbalance sheet. What are the trendss of your KPIs? How do the current month’s KPIs compares with the monthlycurrent year-to-date numbers and with the same periox last year? Do the trends show decline or stagnation? How do you compare with similar-sized companies in your industry? • Debt to equity ratio. KPIs are not always financiapl statement measures that are predictive of resultd but might be predictors of the future profitabilityg ofyour business.
You must answer the question: If my businese is going to change, what wouldc be the first indication? You must learn to anticipatw insteadof react. • New customers. It’s importanyt to know exactly how you make so identifyyour priorities, review budgets, right size your businessd and cut non-essential Doing so will help you fine tune the familiar and redefine processes. Remove all cash outlays that do notgeneratee revenue. Accountability comes from the bottom-up, so assesxs employees. Reduce all non-employee expenses by 10 percent to 20 percentrif possible. Use incentives to motivate, encouragse behavior and retain employees.
New equipmentt and other capital outlays mustbe justified. You mighft need to consider postponing new capital Go forrevenue opportunities, save cash Listen to your existing and potential customers for opportunities to bring in more Seek out the best adviser and be flexible and ready to change. Explore all revenue opportunities, especiall non-expensive marketing activities such as bloggingband podcasting. Refresh the look and function of yourWeb site, if Be proactive by investing in training your saleds force. Cash is king. Managre your transactions for greater liquiditt by positioning the company to operatre from a positionof strength.
You can expect higher taxes, slowee accounts receivable payments and tighteningcrediyt now, so reduce inventories and collecg receivables as aggressively as Communicate with your banker regularly so you know what is workintg and acceptable. Now is the time to establish seconx relationships withother banks. The future is unpredictable. Being preparedd is the best way toget ahead. Use assessment benchmark goals and set times for achievements Challenge your current maintain a great attitude andtake action. the things that brought you success in the past are not necessarilt going to carryyou forward.
Answer: It’s important to know the key performancindicators (KPI) of your business. You can start with your monthlyt income statement andbalance sheet. What are the trendss of your KPIs? How do the current month’s KPIs compares with the monthlycurrent year-to-date numbers and with the same periox last year? Do the trends show decline or stagnation? How do you compare with similar-sized companies in your industry? • Debt to equity ratio. KPIs are not always financiapl statement measures that are predictive of resultd but might be predictors of the future profitabilityg ofyour business.
You must answer the question: If my businese is going to change, what wouldc be the first indication? You must learn to anticipatw insteadof react. • New customers. It’s importanyt to know exactly how you make so identifyyour priorities, review budgets, right size your businessd and cut non-essential Doing so will help you fine tune the familiar and redefine processes. Remove all cash outlays that do notgeneratee revenue. Accountability comes from the bottom-up, so assesxs employees. Reduce all non-employee expenses by 10 percent to 20 percentrif possible. Use incentives to motivate, encouragse behavior and retain employees.
New equipmentt and other capital outlays mustbe justified. You mighft need to consider postponing new capital Go forrevenue opportunities, save cash Listen to your existing and potential customers for opportunities to bring in more Seek out the best adviser and be flexible and ready to change. Explore all revenue opportunities, especiall non-expensive marketing activities such as bloggingband podcasting. Refresh the look and function of yourWeb site, if Be proactive by investing in training your saleds force. Cash is king. Managre your transactions for greater liquiditt by positioning the company to operatre from a positionof strength.
You can expect higher taxes, slowee accounts receivable payments and tighteningcrediyt now, so reduce inventories and collecg receivables as aggressively as Communicate with your banker regularly so you know what is workintg and acceptable. Now is the time to establish seconx relationships withother banks. The future is unpredictable. Being preparedd is the best way toget ahead. Use assessment benchmark goals and set times for achievements Challenge your current maintain a great attitude andtake action. the things that brought you success in the past are not necessarilt going to carryyou forward.
Tuesday 3 July 2012
Cephalon CEO Baldino rejoins ViroPharma board - South Florida Business Journal:
burdukovahycel.blogspot.com
Baldino had been on the ViroPharma board from 1996to 2006. ViroPharma is an Pa.-based biopharmaceutical company. Last week it announced that the wants an additional clinical study on its experimentalk hereditaryangiodema (HAE) drug Cinryze before the agenc will render a decision. HAE is a rare, condition that causes swelling in various body parts includingthe feet, face and throat. The drug is alreadyt approved for use in preventingbHAE attacks. ViroPharma’s other approved drug is Vancocin, an antibiotic used to treat bacterial infections of the lowerd digestive tract that resulr in a potentially fatal condition known asclostridium difficile-associatedc disease.
Cephalon is an international companu that focuses on developing drugs in four core therapeutic centralnervous system, pain, oncology and addiction. Baldinoo sits on several other including the trustees atTemple University, the Franklin science museu and the Greater Philadelphia Chamber of Commerce.
Baldino had been on the ViroPharma board from 1996to 2006. ViroPharma is an Pa.-based biopharmaceutical company. Last week it announced that the wants an additional clinical study on its experimentalk hereditaryangiodema (HAE) drug Cinryze before the agenc will render a decision. HAE is a rare, condition that causes swelling in various body parts includingthe feet, face and throat. The drug is alreadyt approved for use in preventingbHAE attacks. ViroPharma’s other approved drug is Vancocin, an antibiotic used to treat bacterial infections of the lowerd digestive tract that resulr in a potentially fatal condition known asclostridium difficile-associatedc disease.
Cephalon is an international companu that focuses on developing drugs in four core therapeutic centralnervous system, pain, oncology and addiction. Baldinoo sits on several other including the trustees atTemple University, the Franklin science museu and the Greater Philadelphia Chamber of Commerce.
Monday 2 July 2012
WESST gets matching funds from Allstate Foundation - New Mexico Business Weekly:
yvejodo.wordpress.com
WESST officials said they can add 40 more participants to the IDA progra withthe funds. The program is an intensivs 10-week money management course. Participants open savings and for every dollar they put into the WESST puts in Participants can use the money for developing a small buying a home or payintg forhigher education. The grant will support WESST’s in Albuquerqude and Las Cruces. The objective is to help the borrowefr buyan asset, but also to change habits and attitudes abougt money and credit. Agnes Noonan, executivs director of WESST, said the program is impacting people’s lives.
One participant she met recently is using her IDA savingds to pay for books as she works towardan associate’ds degree in business. WESST is a statewidde economic development organization thatcultivatex entrepreneurship, offering microloans and training. It opened a smalol business incubator earlier this yearin Albuquerque.
WESST officials said they can add 40 more participants to the IDA progra withthe funds. The program is an intensivs 10-week money management course. Participants open savings and for every dollar they put into the WESST puts in Participants can use the money for developing a small buying a home or payintg forhigher education. The grant will support WESST’s in Albuquerqude and Las Cruces. The objective is to help the borrowefr buyan asset, but also to change habits and attitudes abougt money and credit. Agnes Noonan, executivs director of WESST, said the program is impacting people’s lives.
One participant she met recently is using her IDA savingds to pay for books as she works towardan associate’ds degree in business. WESST is a statewidde economic development organization thatcultivatex entrepreneurship, offering microloans and training. It opened a smalol business incubator earlier this yearin Albuquerque.
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