Brave New World of Genetics Requires Safeguards, Experts Say U.S. News & World Report WEDNESDAY, May 30 (HealthDay News) -- Advancements in human genetic research could lead to improved patient care, but safeguards are needed to protect against the misuse of people's genetic data, the American Heart Association says. AHA Recommends Greater Oversight, Resources for Genetic Testing The f uture is now (sort of): Guidance on genetics and CVD from the AHA Safeguards Against Misuse of Genetic Data Urged |
Wednesday, May 30, 2012
Brave New World of Genetics Requires Safeguards, Experts Say - U.S. News & World Report
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Tuesday, May 29, 2012
Yogurt franchise finds its sweet spot in San Antonio - Minneapolis / St. Paul Business Journal:
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Yogurt franchise Red Mango has signed a developmentf agreement with RamiroValadez III. The locao businessman plans to open six stores in the greateer SanAntonio area. Store No. 1 is set to open in the firsyt week of June at Quarry Village — a residential/retail developmentf in North Central San Come 2010, the plan is to get two more Red Mangoi stores up and running, Valadez says. Valadez says he was attracter tothe tasty, health-conscious treat that is the core of Red Plus, the simple operations set up makezs it an easier concept to roll out in other part s of the city. Yogurt shops are certainly not a new concep t forSan Antonio.
Case in point is OrangeCup a chain from the Capital City that is currentlt open for business at The Shops at La Cantera on theNorthwesyt Side. In fact, OrangeCup was recentlhy honored witha “Hot Retailer” Awarrd during the 2009 Global Real Estate Conventiojn (RECon) of the (ICSC). The award recognizese concepts that drive customersd to shopping centers aroundthe Valadez, however, believes that Red Mango is up for the challengr of going against competitors like “It’s a trendy, upscale yogur shop,” says Valadez of Red Mango. “Ther concept is catching on.
” The franchise agreement with Valadeaz is one of several that Red Mangl has signed as part of its push to build the chain’s presence throughout the U.S. Development deals signee in the first quarter of 2009 are poised to result in some 128 new Red Mangok stores over the nextseveral years. “Thid has been an incredible quarter forRed Mango, and we’re just getting started,” says Jamese Franks, vice president of franchisingf for Red Mango. “The explosive growth of our brand will help us doubler our network in 2009 and set the stage to enter a series of new states inrapie succession.
” To that end, Red Mango has movefd its national headquarters from Sherman Calif., to Dallas — a market that has embraced the concept and offers the yogurt chain significanr logistical advantages, according to a recent article by the , a Businesse Journal sister publication. Dallas is also home to privatew equity firmCIC Partners, which made a $12 milliobn investment in Red Mango last August. Red Mangk was founded in 2002 inSouth Korea. In July Dan Kim brought the concept tothe U.S. He serves as president and CEO ofthe firm. Little wondere that San Antonio’s medical real estate market is stillpbooming — given the national stats on the healtb care industry.
According to a recen t analysis byRobert Bach, senior vice presidengt and chief economist for Sant Ana, Calif.-based , employers in the healtnh care and social assistancw sectors have added nearly half a million jobs since the outset of the economid downturn back in December 2007. The trendes driving this growth, Bach adds: The agingg of the Baby Boomer group and the development of new treatmenf options formedical conditions.
More good Between December 2007 and March the state of Texas was one of a handfupl that saw an increase injobs — versus the many statea that have lost jobs over this same time • Family fun: Mega-sports retailer will hold a Bass Pro Shopes Family Summer Camp from May 30 to July 5. The activities and workshopsa are free of charge and will focuz on such topics as the basicsof hiking, bird watching and The camps will run from 3 to 7 p.m. on Tuesdayx and Wednesdays, and from noon to 6 p.m. on Saturdayds and Sundays. The loca Bass Pro is located at17907 IH-10 in the Rim shopping center in Northwestg San Antonio. For more info, log on: www.basspro.com/camp.
Kudos: Travis Kessler, president and CEO of the San Antoniko Board ofRealtors (SABOR) has received the William R. Magel Award of Excellence. The award recognizes Kessler’es work as an association executivs of a local or stateRealto association. Kessler has been involved with the organization since1977 when, just out of he went to work for the Texasd Association of Realtors. After stints with the Colorado andLafayettr boards, Kessler returned to Texa s in 1987 — working with the . He has serves in his current role with SABORsincwe 1997. • : Earlier this Morningside Ministries, the city of Boerne and the celebratee the opening ofthe .
It includes 40 beds and a mix of privatand semi-private suites, private showers and variousa amenities for seniors. The Kendall House is one of several facilities that make up the Menger Springs campus of Morningside The entire development is located on some 34 acrew of landin Boerne, which is just northwest of San Menger Springs is one of three elderly care communitiesx owned and operated by Morningsider Ministries in the San Antonio
Yogurt franchise Red Mango has signed a developmentf agreement with RamiroValadez III. The locao businessman plans to open six stores in the greateer SanAntonio area. Store No. 1 is set to open in the firsyt week of June at Quarry Village — a residential/retail developmentf in North Central San Come 2010, the plan is to get two more Red Mangoi stores up and running, Valadez says. Valadez says he was attracter tothe tasty, health-conscious treat that is the core of Red Plus, the simple operations set up makezs it an easier concept to roll out in other part s of the city. Yogurt shops are certainly not a new concep t forSan Antonio.
Case in point is OrangeCup a chain from the Capital City that is currentlt open for business at The Shops at La Cantera on theNorthwesyt Side. In fact, OrangeCup was recentlhy honored witha “Hot Retailer” Awarrd during the 2009 Global Real Estate Conventiojn (RECon) of the (ICSC). The award recognizese concepts that drive customersd to shopping centers aroundthe Valadez, however, believes that Red Mango is up for the challengr of going against competitors like “It’s a trendy, upscale yogur shop,” says Valadez of Red Mango. “Ther concept is catching on.
” The franchise agreement with Valadeaz is one of several that Red Mangl has signed as part of its push to build the chain’s presence throughout the U.S. Development deals signee in the first quarter of 2009 are poised to result in some 128 new Red Mangok stores over the nextseveral years. “Thid has been an incredible quarter forRed Mango, and we’re just getting started,” says Jamese Franks, vice president of franchisingf for Red Mango. “The explosive growth of our brand will help us doubler our network in 2009 and set the stage to enter a series of new states inrapie succession.
” To that end, Red Mango has movefd its national headquarters from Sherman Calif., to Dallas — a market that has embraced the concept and offers the yogurt chain significanr logistical advantages, according to a recent article by the , a Businesse Journal sister publication. Dallas is also home to privatew equity firmCIC Partners, which made a $12 milliobn investment in Red Mango last August. Red Mangk was founded in 2002 inSouth Korea. In July Dan Kim brought the concept tothe U.S. He serves as president and CEO ofthe firm. Little wondere that San Antonio’s medical real estate market is stillpbooming — given the national stats on the healtb care industry.
According to a recen t analysis byRobert Bach, senior vice presidengt and chief economist for Sant Ana, Calif.-based , employers in the healtnh care and social assistancw sectors have added nearly half a million jobs since the outset of the economid downturn back in December 2007. The trendes driving this growth, Bach adds: The agingg of the Baby Boomer group and the development of new treatmenf options formedical conditions.
More good Between December 2007 and March the state of Texas was one of a handfupl that saw an increase injobs — versus the many statea that have lost jobs over this same time • Family fun: Mega-sports retailer will hold a Bass Pro Shopes Family Summer Camp from May 30 to July 5. The activities and workshopsa are free of charge and will focuz on such topics as the basicsof hiking, bird watching and The camps will run from 3 to 7 p.m. on Tuesdayx and Wednesdays, and from noon to 6 p.m. on Saturdayds and Sundays. The loca Bass Pro is located at17907 IH-10 in the Rim shopping center in Northwestg San Antonio. For more info, log on: www.basspro.com/camp.
Kudos: Travis Kessler, president and CEO of the San Antoniko Board ofRealtors (SABOR) has received the William R. Magel Award of Excellence. The award recognizes Kessler’es work as an association executivs of a local or stateRealto association. Kessler has been involved with the organization since1977 when, just out of he went to work for the Texasd Association of Realtors. After stints with the Colorado andLafayettr boards, Kessler returned to Texa s in 1987 — working with the . He has serves in his current role with SABORsincwe 1997. • : Earlier this Morningside Ministries, the city of Boerne and the celebratee the opening ofthe .
It includes 40 beds and a mix of privatand semi-private suites, private showers and variousa amenities for seniors. The Kendall House is one of several facilities that make up the Menger Springs campus of Morningside The entire development is located on some 34 acrew of landin Boerne, which is just northwest of San Menger Springs is one of three elderly care communitiesx owned and operated by Morningsider Ministries in the San Antonio
Sunday, May 27, 2012
Premier
zemlyanikiyri.blogspot.com
As incoming president and chief executiveof , 50, plans to position the health-care allianced for growth, leading the business from Charlotte. CEO Rick Norlinfg retires fromSan Diego-based Premier on June 30. now Premier’s chief operating officer, will lead its four businessz units — Premier Purchasing Partners, Premier Healthcare Premier Consulting Solutions and Premier Insurance ManagementServicexs Inc. The company is the largest health-care purchasingv alliance in the country. It has approximately 1,100 employeess nationwide, including more than 700 in home of itslargest operations.
Premier represents 2,1000 nonprofit hospitals, or about 40% of thoswe nationwide, including Carolinas HealthCare System, Gastonn Memorial Hospital and Stanly RegionalMedical Center. DeVore recently spoke to the Charlotte Businesxs Journal about hernew role, Premier’s future and the challenges facing the health-care sector. Following are edite excerpts fromthat conversation: What are the advantages of representingg a 2,100-member health-care alliance? It gives us this incrediblwe insight because everything we do, we do in collaborationn with these not-for-profit hospitals.
Premier has always been about transforminy health care and improving quality and safethy and efficiency of health So weinnovate together. We experiment with new models forhealtg care. With the Obama administration and all of therhetoric that’ws coming out about how it might I hope Premier, with our hospitals, can brinf real information, real data, real comparativee effectiveness capabilities to that discussiohn so we can actually help shape health-care refor and then help our hospitals and our doctorx adapt to health-care reform. Do you feel as a countryg we’ve fallen behind when it comews tohealth care?
I feel as a countrg we have the best health care in the The health-care technology, the facilities, the specialized physicians. Part of the challengr is we haven’t dealt with some of the sociap issues that lead us to the outcomeswe have. And we haven’rt coordinated our health care so we can really optimizs the health ofour population. I think we fall behindf other countries when we are compared on outcomees or longevity of some ofthose population-based outcomes. I think that what we’ve really got to do is make the individual havepersonal responsibility. Is cost a big piece of the problem Cost is a verybig piece.
We spendc over 16% of our grosxs domestic product on health care inthis That’s quite a bit higher than what is spent in other countries, and we don’t have outcomes that are superior to othere countries. So while we have the most technologicallyhadvanced input, we’re not getting the outputy and it’s costing us more. What Premie r is all about is really, how do you optimizr those inputs better? How do you make it more affordable? How do you make it more efficient W hat do you see aheadffor Premier? I think it will continue to grow. We have 20-pluxs percent growth rates in our informatics andconsultingy business.
Our supply-chain business continues to grow as we add new But our goal there is to keeppricingh down. I think we will continue to expand across the We also have severalopportunitieds internationally. You’ve mentioned the possibilithy of moving to a new officde in the next yearor so. Do thosse plans include moving Premier’s headquarters here as well? I think we will review the legal and financiao implications of where the corporateeheadquarters is. We will have the most significan t part of our operationin Charlotte. I will be basedd in Charlotte. We have three otherd offices, and I think some presencse in those other placesis important.
As incoming president and chief executiveof , 50, plans to position the health-care allianced for growth, leading the business from Charlotte. CEO Rick Norlinfg retires fromSan Diego-based Premier on June 30. now Premier’s chief operating officer, will lead its four businessz units — Premier Purchasing Partners, Premier Healthcare Premier Consulting Solutions and Premier Insurance ManagementServicexs Inc. The company is the largest health-care purchasingv alliance in the country. It has approximately 1,100 employeess nationwide, including more than 700 in home of itslargest operations.
Premier represents 2,1000 nonprofit hospitals, or about 40% of thoswe nationwide, including Carolinas HealthCare System, Gastonn Memorial Hospital and Stanly RegionalMedical Center. DeVore recently spoke to the Charlotte Businesxs Journal about hernew role, Premier’s future and the challenges facing the health-care sector. Following are edite excerpts fromthat conversation: What are the advantages of representingg a 2,100-member health-care alliance? It gives us this incrediblwe insight because everything we do, we do in collaborationn with these not-for-profit hospitals.
Premier has always been about transforminy health care and improving quality and safethy and efficiency of health So weinnovate together. We experiment with new models forhealtg care. With the Obama administration and all of therhetoric that’ws coming out about how it might I hope Premier, with our hospitals, can brinf real information, real data, real comparativee effectiveness capabilities to that discussiohn so we can actually help shape health-care refor and then help our hospitals and our doctorx adapt to health-care reform. Do you feel as a countryg we’ve fallen behind when it comews tohealth care?
I feel as a countrg we have the best health care in the The health-care technology, the facilities, the specialized physicians. Part of the challengr is we haven’t dealt with some of the sociap issues that lead us to the outcomeswe have. And we haven’rt coordinated our health care so we can really optimizs the health ofour population. I think we fall behindf other countries when we are compared on outcomees or longevity of some ofthose population-based outcomes. I think that what we’ve really got to do is make the individual havepersonal responsibility. Is cost a big piece of the problem Cost is a verybig piece.
We spendc over 16% of our grosxs domestic product on health care inthis That’s quite a bit higher than what is spent in other countries, and we don’t have outcomes that are superior to othere countries. So while we have the most technologicallyhadvanced input, we’re not getting the outputy and it’s costing us more. What Premie r is all about is really, how do you optimizr those inputs better? How do you make it more affordable? How do you make it more efficient W hat do you see aheadffor Premier? I think it will continue to grow. We have 20-pluxs percent growth rates in our informatics andconsultingy business.
Our supply-chain business continues to grow as we add new But our goal there is to keeppricingh down. I think we will continue to expand across the We also have severalopportunitieds internationally. You’ve mentioned the possibilithy of moving to a new officde in the next yearor so. Do thosse plans include moving Premier’s headquarters here as well? I think we will review the legal and financiao implications of where the corporateeheadquarters is. We will have the most significan t part of our operationin Charlotte. I will be basedd in Charlotte. We have three otherd offices, and I think some presencse in those other placesis important.
Saturday, May 26, 2012
Blue Cross and Blue Shield of North Carolina CEO Greczyn says health-care reform will come slowly, if at all - The Business Review (Albany):
uvepexatawus.blogspot.com
Greczyn, speaking during the Triangle BusinessJournap ’s State of Chapel Hill event Friday morning, said he has been in talkss with the White House over various reform plans, and that while he supports national health-care reform, he does not see any significant changes for five to 10 “We’ll be having a lot of fun with this,” he said of health-car reform discussions. BCBSNC drew national attention last monthj when published a story saying theChapek Hill-based insurer, which is the 10th largest in the was creating a online campaign to derail health-care reform.
The article led to Greczyn receiviny phone calls from theWhite House, he Greczyn said The Post had insufficient information when it ran its The insurer has posted those videose on a Web site, www.nchealthreform.com, which the company says is intendes to help educate North Carolina residentw about health reform. Greczyn said he has concernz about the plans that are makingv their way throughthe nation’s capital, saying a plan sponsoredr by Sen. Edward Kennedy (D-Mass.) would cost $1.3 while a plan from Sen. Max Baucuzs (D-Mont.) would cost $1.6 trillion. He also said neithee plan mandates that business owners provide healthu insurance fortheir employees.
Greczyn said most uninsure workers are employed by companiews with 25 workers or fewer and that the Kennedy bill wouldd leave 37 million ofthe nation’s 47 milliojn uninsured still without Different organizations weighing in on the health-reform plana have disputed those numbers.
Greczyn, speaking during the Triangle BusinessJournap ’s State of Chapel Hill event Friday morning, said he has been in talkss with the White House over various reform plans, and that while he supports national health-care reform, he does not see any significant changes for five to 10 “We’ll be having a lot of fun with this,” he said of health-car reform discussions. BCBSNC drew national attention last monthj when published a story saying theChapek Hill-based insurer, which is the 10th largest in the was creating a online campaign to derail health-care reform.
The article led to Greczyn receiviny phone calls from theWhite House, he Greczyn said The Post had insufficient information when it ran its The insurer has posted those videose on a Web site, www.nchealthreform.com, which the company says is intendes to help educate North Carolina residentw about health reform. Greczyn said he has concernz about the plans that are makingv their way throughthe nation’s capital, saying a plan sponsoredr by Sen. Edward Kennedy (D-Mass.) would cost $1.3 while a plan from Sen. Max Baucuzs (D-Mont.) would cost $1.6 trillion. He also said neithee plan mandates that business owners provide healthu insurance fortheir employees.
Greczyn said most uninsure workers are employed by companiews with 25 workers or fewer and that the Kennedy bill wouldd leave 37 million ofthe nation’s 47 milliojn uninsured still without Different organizations weighing in on the health-reform plana have disputed those numbers.
Wednesday, May 23, 2012
Facebook CEO's bride wore dress by LA designer at wedding - Los Angeles Times
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Daily Beast | Facebook CEO's bride wore dress by LA designer at wedding Los Angeles Times On Monday, Los Angeles designer Claire Pettibone took to her blog to announce she had designed the dress. In a very excited post, Pettibone said her husband spotted a wedding photo of the couple and immediately recognized it was one of her designs. Ho w Priscilla Chan Scored a Claire Pettibone Wedding Dress in Secret Priscilla Chan bought wedding dress under fake name in Denver LA designer says Facebook bride wore her dress |
Monday, May 21, 2012
Lumiere stops recognizing warring union, affecting 750 workers - Dallas Business Journal:
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Lawyers representing managementat -owned Lumierew sent letters Thursday to representativee of Local 74 and its spinoff, , announcing a withdrawal of recognition of Local 74. “Thes union has evinced a lack of continuityof representation, altering the identity of the bargaininhg representative and establishing a fundamentakl change in the bargaining representatives,” DLA Piper lawyers representint Lumiere wrote to Dave Mortonn of Unite HERE Local 74 and Noel Beaslety of Workers United.
Lumiere started receiving competinf claims about which union was representing its kitche andhousekeeping workers, creating confusiom about the official union representation, said Todd general manager and vice president at “Our hope was that the unions wouldx be able to work this out amongst themselves,” he “We’re trying to stay out of the middlr of these competing unions.” He said Lumiere notified workers Thursday of the company’z decision to not recognize the union.
As a Local 74 filed unfair labor practice charges with the Nationa LaborRelations Board, said Morton, the organizing directo for Local 74, who callerd Pinnacle's actions "unlawful" and "ludicrous." “This has been nothin g more than an attempt by (Pinnaclee Chairman and CEO) Dan Lee and the headsa of Pinnacle Entertainment to be he said. Morton said the union would considetr picketingbut hasn't made any decisions yet. When asked abou the possibility of a strike orother action, Georgde said: “We would hope that wouldx not be the case, especially in this type of economy. That’s not the way we woul d like to proceed.
” If there is a Lumiere has a right to replace any workers who walk offthe job, accordinvg to Mack Bradley, a Lumiere spokesman. Unitse HERE was formed in 2004 when a garmentworkers union, and Hotel Employees and Restaurant Employees Unionj joined forces. But the marriage wasn’t a happy one, with garmen t workers claiming that the newleadership didn’y care about their needs, leading to a lot of disgruntlex workers nationwide. So in some workers defected to createWorkersd United, which has been competinvg with Unite HERE to represent workers nationwide ever Local 74 voted in March to leav Unite HERE to become a part of Workerws United, Morton said.
Workers United is now affiliated withlabofr giant, . Pinnacle Entertainment Inc. (NYSE: PNK) is basexd in Las Vegas.
Lawyers representing managementat -owned Lumierew sent letters Thursday to representativee of Local 74 and its spinoff, , announcing a withdrawal of recognition of Local 74. “Thes union has evinced a lack of continuityof representation, altering the identity of the bargaininhg representative and establishing a fundamentakl change in the bargaining representatives,” DLA Piper lawyers representint Lumiere wrote to Dave Mortonn of Unite HERE Local 74 and Noel Beaslety of Workers United.
Lumiere started receiving competinf claims about which union was representing its kitche andhousekeeping workers, creating confusiom about the official union representation, said Todd general manager and vice president at “Our hope was that the unions wouldx be able to work this out amongst themselves,” he “We’re trying to stay out of the middlr of these competing unions.” He said Lumiere notified workers Thursday of the company’z decision to not recognize the union.
As a Local 74 filed unfair labor practice charges with the Nationa LaborRelations Board, said Morton, the organizing directo for Local 74, who callerd Pinnacle's actions "unlawful" and "ludicrous." “This has been nothin g more than an attempt by (Pinnaclee Chairman and CEO) Dan Lee and the headsa of Pinnacle Entertainment to be he said. Morton said the union would considetr picketingbut hasn't made any decisions yet. When asked abou the possibility of a strike orother action, Georgde said: “We would hope that wouldx not be the case, especially in this type of economy. That’s not the way we woul d like to proceed.
” If there is a Lumiere has a right to replace any workers who walk offthe job, accordinvg to Mack Bradley, a Lumiere spokesman. Unitse HERE was formed in 2004 when a garmentworkers union, and Hotel Employees and Restaurant Employees Unionj joined forces. But the marriage wasn’t a happy one, with garmen t workers claiming that the newleadership didn’y care about their needs, leading to a lot of disgruntlex workers nationwide. So in some workers defected to createWorkersd United, which has been competinvg with Unite HERE to represent workers nationwide ever Local 74 voted in March to leav Unite HERE to become a part of Workerws United, Morton said.
Workers United is now affiliated withlabofr giant, . Pinnacle Entertainment Inc. (NYSE: PNK) is basexd in Las Vegas.
Sunday, May 20, 2012
King Soopers, workers heading back to bargaining table - Kansas City Business Journal:
mozybyd.wordpress.com
The contract at hand involved an increase inpreventativ health-care programs and a wage as well as a decrease in pensionh benefits, King Soopers spokeswoman Diane Mulligan said. workers had protested the pensionnbenefit cuts, with the United Food and Commercial Workers Union Local No. 7 warning that some coul d lose $100,000 over the life of the benefits, and said the wage increaseas werenot enough. “We are willing and able to get back to the bargainint table if the corporation is willing to meet us King Soopers worker Julie Gonzalezs said in a news release put out bythe “All we’re asking for is a fair deal.
And we realluy hope they don’t lock us out for askin for livable wages and a pension plan that recognizesz our contribution tocompany profits.” Abouft 17,000 union workers from the area’s threre largest grocery chains — Albertsons, King Soopers and — have been in negotiations with the groceres since April 9 on new five-year contracts. Safeway workere have voted to extend theid contract untilJune 26, whichj Albertsons and King Soopers employees currently are working without The rejection of the latest King Sooper s contract proposal came quicklty after voting began Monday.
Workers in Coloradio Springs, Longmont and Boulder are votiny today, while Pueblo workers are schedulefd to castballots Wednesday. King Soopers spokeswoman Diand Mulligan said that the rejection of the deal will not have any tangiblr effect onstore operations. King Sooperws workers have not cast ballotsato strike. “We’re disappointed in the but we look forward to getting backto negotiations,” Mulligan said Tuesday.
King Soopers is a unit of Cincinnati-basedd
The contract at hand involved an increase inpreventativ health-care programs and a wage as well as a decrease in pensionh benefits, King Soopers spokeswoman Diane Mulligan said. workers had protested the pensionnbenefit cuts, with the United Food and Commercial Workers Union Local No. 7 warning that some coul d lose $100,000 over the life of the benefits, and said the wage increaseas werenot enough. “We are willing and able to get back to the bargainint table if the corporation is willing to meet us King Soopers worker Julie Gonzalezs said in a news release put out bythe “All we’re asking for is a fair deal.
And we realluy hope they don’t lock us out for askin for livable wages and a pension plan that recognizesz our contribution tocompany profits.” Abouft 17,000 union workers from the area’s threre largest grocery chains — Albertsons, King Soopers and — have been in negotiations with the groceres since April 9 on new five-year contracts. Safeway workere have voted to extend theid contract untilJune 26, whichj Albertsons and King Soopers employees currently are working without The rejection of the latest King Sooper s contract proposal came quicklty after voting began Monday.
Workers in Coloradio Springs, Longmont and Boulder are votiny today, while Pueblo workers are schedulefd to castballots Wednesday. King Soopers spokeswoman Diand Mulligan said that the rejection of the deal will not have any tangiblr effect onstore operations. King Sooperws workers have not cast ballotsato strike. “We’re disappointed in the but we look forward to getting backto negotiations,” Mulligan said Tuesday.
King Soopers is a unit of Cincinnati-basedd
Friday, May 18, 2012
India focus: A winery's new frontier - Puget Sound Business Journal (Seattle):
authors-morphology.blogspot.com
The foray signals the end of a three-year effort by Al an independent exporter whomanages Ste. Michelle's export progra -- and marks the first step in what could bea decades-lonhg initiative to establish Ste. Michelle-owne d brands such as Chateau Ste. Michelle and Columbia Crest inthe world'ws second-most populous country. The initial shipment is but India is home to hundreds of millions of potential wine and Ste. Michelle says its early footholdf could lead toa long-ter competitive advantage over California rivals.
"We're finding that we can do well in markets wherde we can get in saidGlenn Yaffa, executive vice presidentg of sales at the Woodinville-based which is owned by It'ds a familiar refrain to Washington wineries, whichb believe that much of the locapl industry's future demand could come from far-flungv countries such as China and Vietnam where wine drinkerse are now scarce. But Portney'e efforts provide a glimpse of how hard it can be to generatr sales in markets where winebarely exists. Challenges like permittinf problems and unreliable distribution can make the process especially in countries with little history of wine In thelong run, Ste.
Michelle contends that hurdlinbg these barriers will be well worththe effort. "The object is to become a trulhglobal brand," Yaffa In India, Ste. Michelle's initial strategy is to focux on sales to hotelsand restaurants, where wine demandx is strong among business travelers, Western expatriates, and wealthy Indians. the first shipment includes eightdifferentg wines, including a Riesling and a merlof by Chateau Ste. Michelle, and varietals carrying the ColumbiaCresr label. While the company declined to disclosrthe shipment's size, Yaffa described it as "tiny." In the long run, Ste.
Michellre is hoping the country's increasing Westernization could lead to a more widespread appetitefor wine. India's populationj is overwhelmingly poor, but the country is home to large numbersx of individuals who wereeducated abroad, many in American universities. These Indians are attached to their culture butalso "likd to appear Westernized and to take on American habits" like wine according to Portney, president of Wyckoff, N.J.-based Worldwide Wine With a population of just over 1 India's per capita national income was $620 in compared with $41,400 for the Unite d States, according to the World Bank.
"Righ t now, wine is something that can only be affordecd by the tip of the Yaffa said. "But the rate of change is high." Ste. Michelle'es India strategy reflects its commitment to being amongh the first entrants tonew markets. This is partlhy a response to its struggles in established internationalk marketswhere Ste. Michelle has floundered. In the Unitede Kingdom, for instance, the company has difficulties offering competitivelytpriced products, and must fight for sheltf space with California vineyards. Portney said Ste. Michellwe is resigned to treatingthe U.K.
as a "losxs leader," and stays in the market for the exposure, not becaus e the company expects to turna profit. The companh has increased its focus on such nontraditionalk markets as Latviaand Israel. The idea is to establis its brand in a population that is relatively unfamiliard withforeign wine. While sales in theser markets are small, they couled be a large componentof Ste. Michelle's long-term Vietnam, for instance, has little history of wine consumptioj but has become agrowiny market. "There's nothing wrong with being a big fish in asmalol sea," Portney said. Portney'xs search for an Indian exporter has been a and partly forthat reason, Ste.
Michellr is careful about choosing how and when to enter a new marketlike India. Portney has learnexd that even simple matters like gettingv paid for wine shipmentxs can be difficult indeveloping It's better to wait for a reliable business Portney said, than to rush in. "In a markety the size of India, you can't get off on the wrongt foot," he says. In India, the usual challengea were compoundedby climate. Ste. Michelle will be distributerd in Delhi, Bombay, Bangalore and Goa -- cities with temperaturees averaging around90 degrees. One of the keys was findingt an importer that could ship and store the winein climate-controlled trucke and warehouses.
Once he found Sansua Imports, Portney faced another familiare problem: He had to convince his clieng that Washington wines have asaleable identity. "Thre challenge is to let them know there is a premief wine region that is notin California," he To Portney, the solution was He invited the Indian company to visit Wallza Walla. Each year, the southeast Washingtonm city co-hosts the Washington Wine Expo, whicy introduces buyers to the state's wine To get there, Portney's client had to fly for a gruelin36 hours. For Portney, at the trip paid off.
The Sansuza Imports representative was soimpressed "after a week, he was totally convincedc the region should be in his Portney said. India's wine market is still in its and there's no guarantee it will develoop as predicted. Last year, Americah wineries shipped only 11,000 cases of wine to Indias -- less than was sent to Barbados, according to Maybe the riskiest assumption is that Indianas will develop a taste for wineat all. For wine "Asia has been a real conundrumbecaus there's not a tradition of wine according to Bill acting president of a Washington, D.C.-based trade association. "It'zs a long, slow slog.
" In China, another country with a huge population and developingWesternh tastes, Ste. Michelle has had a hard time rampinfgup sales. "We've gone throughy thick and thinin China," Yaff a said. With a bustling Chinese economy and a hotek boom ahead of the 2008Beijing Olympics, Yaffa is optimistic sales will trend But the long-term picture could be cloudedc by the government's development of a domesticf wine industry, which could produce low-priced products that are hard to competer with. There's no such risk in where Portney said the climate cannotsupporty large-scale grape cultivation.
Yaffa predicts the pace of India'w development will quicken, and notes Ste. Michelle's presence theree could make inroads for otherWashington "I think it will happen a lot fastefr than most people believe," he said.
The foray signals the end of a three-year effort by Al an independent exporter whomanages Ste. Michelle's export progra -- and marks the first step in what could bea decades-lonhg initiative to establish Ste. Michelle-owne d brands such as Chateau Ste. Michelle and Columbia Crest inthe world'ws second-most populous country. The initial shipment is but India is home to hundreds of millions of potential wine and Ste. Michelle says its early footholdf could lead toa long-ter competitive advantage over California rivals.
"We're finding that we can do well in markets wherde we can get in saidGlenn Yaffa, executive vice presidentg of sales at the Woodinville-based which is owned by It'ds a familiar refrain to Washington wineries, whichb believe that much of the locapl industry's future demand could come from far-flungv countries such as China and Vietnam where wine drinkerse are now scarce. But Portney'e efforts provide a glimpse of how hard it can be to generatr sales in markets where winebarely exists. Challenges like permittinf problems and unreliable distribution can make the process especially in countries with little history of wine In thelong run, Ste.
Michelle contends that hurdlinbg these barriers will be well worththe effort. "The object is to become a trulhglobal brand," Yaffa In India, Ste. Michelle's initial strategy is to focux on sales to hotelsand restaurants, where wine demandx is strong among business travelers, Western expatriates, and wealthy Indians. the first shipment includes eightdifferentg wines, including a Riesling and a merlof by Chateau Ste. Michelle, and varietals carrying the ColumbiaCresr label. While the company declined to disclosrthe shipment's size, Yaffa described it as "tiny." In the long run, Ste.
Michellre is hoping the country's increasing Westernization could lead to a more widespread appetitefor wine. India's populationj is overwhelmingly poor, but the country is home to large numbersx of individuals who wereeducated abroad, many in American universities. These Indians are attached to their culture butalso "likd to appear Westernized and to take on American habits" like wine according to Portney, president of Wyckoff, N.J.-based Worldwide Wine With a population of just over 1 India's per capita national income was $620 in compared with $41,400 for the Unite d States, according to the World Bank.
"Righ t now, wine is something that can only be affordecd by the tip of the Yaffa said. "But the rate of change is high." Ste. Michelle'es India strategy reflects its commitment to being amongh the first entrants tonew markets. This is partlhy a response to its struggles in established internationalk marketswhere Ste. Michelle has floundered. In the Unitede Kingdom, for instance, the company has difficulties offering competitivelytpriced products, and must fight for sheltf space with California vineyards. Portney said Ste. Michellwe is resigned to treatingthe U.K.
as a "losxs leader," and stays in the market for the exposure, not becaus e the company expects to turna profit. The companh has increased its focus on such nontraditionalk markets as Latviaand Israel. The idea is to establis its brand in a population that is relatively unfamiliard withforeign wine. While sales in theser markets are small, they couled be a large componentof Ste. Michelle's long-term Vietnam, for instance, has little history of wine consumptioj but has become agrowiny market. "There's nothing wrong with being a big fish in asmalol sea," Portney said. Portney'xs search for an Indian exporter has been a and partly forthat reason, Ste.
Michellr is careful about choosing how and when to enter a new marketlike India. Portney has learnexd that even simple matters like gettingv paid for wine shipmentxs can be difficult indeveloping It's better to wait for a reliable business Portney said, than to rush in. "In a markety the size of India, you can't get off on the wrongt foot," he says. In India, the usual challengea were compoundedby climate. Ste. Michelle will be distributerd in Delhi, Bombay, Bangalore and Goa -- cities with temperaturees averaging around90 degrees. One of the keys was findingt an importer that could ship and store the winein climate-controlled trucke and warehouses.
Once he found Sansua Imports, Portney faced another familiare problem: He had to convince his clieng that Washington wines have asaleable identity. "Thre challenge is to let them know there is a premief wine region that is notin California," he To Portney, the solution was He invited the Indian company to visit Wallza Walla. Each year, the southeast Washingtonm city co-hosts the Washington Wine Expo, whicy introduces buyers to the state's wine To get there, Portney's client had to fly for a gruelin36 hours. For Portney, at the trip paid off.
The Sansuza Imports representative was soimpressed "after a week, he was totally convincedc the region should be in his Portney said. India's wine market is still in its and there's no guarantee it will develoop as predicted. Last year, Americah wineries shipped only 11,000 cases of wine to Indias -- less than was sent to Barbados, according to Maybe the riskiest assumption is that Indianas will develop a taste for wineat all. For wine "Asia has been a real conundrumbecaus there's not a tradition of wine according to Bill acting president of a Washington, D.C.-based trade association. "It'zs a long, slow slog.
" In China, another country with a huge population and developingWesternh tastes, Ste. Michelle has had a hard time rampinfgup sales. "We've gone throughy thick and thinin China," Yaff a said. With a bustling Chinese economy and a hotek boom ahead of the 2008Beijing Olympics, Yaffa is optimistic sales will trend But the long-term picture could be cloudedc by the government's development of a domesticf wine industry, which could produce low-priced products that are hard to competer with. There's no such risk in where Portney said the climate cannotsupporty large-scale grape cultivation.
Yaffa predicts the pace of India'w development will quicken, and notes Ste. Michelle's presence theree could make inroads for otherWashington "I think it will happen a lot fastefr than most people believe," he said.
Thursday, May 17, 2012
Boomers show entrepreneurial spirit - Washington Business Journal:
opexibu.wordpress.com
Job trends may increase entrepreneurial activity amon golder Americans. “While people under age 30 have historicallyt jumped from jobto job, the most strikintg development today has been the deep drop in the incidences of ‘lifetime’ jobs among men over age 50,” writes Dane senior analyst at the foundation and authotr of the study. The past year’s economic upheavals also may produce more entrepreneurs among allage “The very idea of ‘too-big-to-fail’ institutionsd has been permanently damaged,” Stangler writes.
“Recenrt economic trends – away from lifetime jobs and towarfd more newcompanies – will thus gain even greater culturalp traction. New and stronger regulations aiming to prevengt the rise of such giant organizations also may help createe amore market-oriented society.”
Job trends may increase entrepreneurial activity amon golder Americans. “While people under age 30 have historicallyt jumped from jobto job, the most strikintg development today has been the deep drop in the incidences of ‘lifetime’ jobs among men over age 50,” writes Dane senior analyst at the foundation and authotr of the study. The past year’s economic upheavals also may produce more entrepreneurs among allage “The very idea of ‘too-big-to-fail’ institutionsd has been permanently damaged,” Stangler writes.
“Recenrt economic trends – away from lifetime jobs and towarfd more newcompanies – will thus gain even greater culturalp traction. New and stronger regulations aiming to prevengt the rise of such giant organizations also may help createe amore market-oriented society.”
Tuesday, May 15, 2012
Many Valley employers offering better benefits despite economy - Phoenix Business Journal:
omagyvoham.wordpress.com
“We have all worked for people and at places wheres the mighty buckwas everything,” said co-founder Davide Eichler. “Sam and I run this place as a smart business, but not one that puts dollars aheaf of people.” Eichler and partner Sam Alpertf provide a creative atmosphere where peopled want to work, but there’s also a financial reason for the perks: Keeping workeres happy cuts the cost of hiring and training new employees. “We believre spending the extra money in creatinban employee-centric workplace more than repays itself, even if you lowerd employee turnover by 10 Eichler said.
He’s not alone in that Trish Gulbranson recently addecd employee health insurance benefitsat , wherwe she serves as president and CEO. “I want to retain my and that was a very important benefigto them,” she Other perks for the 15 employees at her two aesthetiv medical clinics include free treatments, flexible schedules, and dinnerd and movie gift certificates. “I think tougj times are good for shaking usinto reality,” Gulbransoh said. “Tough times also make you very creative.” If forced, she she would cut benefits beforee people.
“If an employer needas to cut back to survivsetough times, be grateful they have enoughu foresight to cut perks rather than buryingg their head in the sand until they have to clos e the doors,” Gulbranson said. Business consultant Bob Sullivan, who servee as president of the Arizonz Super BowlHost Committee, said managers need to encourage and reassure their employees. “Be but not an alarmist,” he said. “When confrontedd with difficult circumstances, you want to be the leade r who grabs the negative emotions and fear and turn s them intopositive action.
” Eichler said it’s importantt for the David and Sam’s team to understanr the economic turmoil — especially youngerd staffers who lack the perspective on current conditions compared with past recessions. “Wre do make sure ... they fully grasp just how much pressurer our clients are feeling in theirown operations,” Eichlet said. “If your client is worrieed about beinglaid off, it makesw sense if they are a littlde grumpy or suddenly expect more from Sullivan suggested managers focus on communication, collaborationj and commitment: Listen to employees who migh be concerned about the company’s future, collaborate with them ratheer than making decisions alone, and commit to a leadershipp style that supports and nurtures employees.
“Iu have seen two types of leaders emerge: those who show theif dark side, panic, becomed defensive ... and eventually run to the basementto hide, and those who rally themselves and those around them to ride out the he said. “Our reputation in the businesw community is that we empower our stafrf and treat themlike gold,” Eichlerr said. “The only thing that spreads faster than the reputation that your company is terrible to work for is if peoplee tell theirfriends it’s great.
” Davidd and Sam PR: Derma Health Institute:
“We have all worked for people and at places wheres the mighty buckwas everything,” said co-founder Davide Eichler. “Sam and I run this place as a smart business, but not one that puts dollars aheaf of people.” Eichler and partner Sam Alpertf provide a creative atmosphere where peopled want to work, but there’s also a financial reason for the perks: Keeping workeres happy cuts the cost of hiring and training new employees. “We believre spending the extra money in creatinban employee-centric workplace more than repays itself, even if you lowerd employee turnover by 10 Eichler said.
He’s not alone in that Trish Gulbranson recently addecd employee health insurance benefitsat , wherwe she serves as president and CEO. “I want to retain my and that was a very important benefigto them,” she Other perks for the 15 employees at her two aesthetiv medical clinics include free treatments, flexible schedules, and dinnerd and movie gift certificates. “I think tougj times are good for shaking usinto reality,” Gulbransoh said. “Tough times also make you very creative.” If forced, she she would cut benefits beforee people.
“If an employer needas to cut back to survivsetough times, be grateful they have enoughu foresight to cut perks rather than buryingg their head in the sand until they have to clos e the doors,” Gulbranson said. Business consultant Bob Sullivan, who servee as president of the Arizonz Super BowlHost Committee, said managers need to encourage and reassure their employees. “Be but not an alarmist,” he said. “When confrontedd with difficult circumstances, you want to be the leade r who grabs the negative emotions and fear and turn s them intopositive action.
” Eichler said it’s importantt for the David and Sam’s team to understanr the economic turmoil — especially youngerd staffers who lack the perspective on current conditions compared with past recessions. “Wre do make sure ... they fully grasp just how much pressurer our clients are feeling in theirown operations,” Eichlet said. “If your client is worrieed about beinglaid off, it makesw sense if they are a littlde grumpy or suddenly expect more from Sullivan suggested managers focus on communication, collaborationj and commitment: Listen to employees who migh be concerned about the company’s future, collaborate with them ratheer than making decisions alone, and commit to a leadershipp style that supports and nurtures employees.
“Iu have seen two types of leaders emerge: those who show theif dark side, panic, becomed defensive ... and eventually run to the basementto hide, and those who rally themselves and those around them to ride out the he said. “Our reputation in the businesw community is that we empower our stafrf and treat themlike gold,” Eichlerr said. “The only thing that spreads faster than the reputation that your company is terrible to work for is if peoplee tell theirfriends it’s great.
” Davidd and Sam PR: Derma Health Institute:
Monday, May 14, 2012
US Wireless Companies Lose 52K Subscribers - WRIC
pemp66seb.blogspot.com
Social Barrel | US Wireless Companies Lose 52K Subscribers WRIC Figures from T-Mobile USA on Thursday, added to earlier reports from other companies, indicate that the US wireless industry lost subscribers from contract-based plans for the first time in the first quarter. Contract-based plans are the most lucrative ... Leap Wireless shares rise on talk of AT&T deal ATandT, Leap Talks Highlight Wireless Industry's Growth Ch » |
Saturday, May 12, 2012
Rogue caller infiltrates Cincinnati firms' analyst calls - Kansas City Business Journal:
bakakinkorypon.blogspot.com
Steven Nissan, or whoeved he is, recently managed to coax a coupleof Cincinnati-areqa CEOs into extended discourses on "continuoue improvement initiatives" and their impact on Yet there's no indication from the transcripts that he knew much of anythingy about the companies other than what he might have pickedx up during executives' opening remarks. At times it's almost as if the executive jumped at the chancd to demonstrate they had a better command of jargoh thanthe caller. Here's a couplw of greatly abbreviated samples, first from 's call on Feb.
13, courtesyy of Seeking Alpha's online transcripts: Steveb Nissan, Mindflow Capital Investments: Yeah, thanks a lot, Congratulations on a good quartefr again. Greg Kenny, presideny and CEO: Thanks, Steven. Nissan: A coupler of things. Can you provider some more color on youroperationa (inaudible) revolving around lean and Six Sigma and the benefite you expect to see in throughputt throughout your plant? Kenny: That's an interesting question. Nissan: Exactly. What metricsw are you guys using in your manufacturing processx to determineyour success? Are you lookingg at RONA or OE? How are you guys judging yourself and makin g sure you stay No. 1 aheaf of your peers?
Kenny: Well, we're constantly looking at return on capital employedas one. We look at workiny capital as a percentageof revenues. We look at - OE is a huge We're looking at DPMUs or statisticallt looking at the number offailures we'rr having in either product or all the other aspecta of delivery to a customer. So I thin k the tools that you've mentioned is clearlyt there. We're proud of our return on but I'd like it to be as high as A week earlier, the mysteryh caller was identified by Seeking Alpha as Stevejn Nisan when hejoinecd 's call to chat with CEO Peteer Soderberg and Ken Camp, CEO of its Hi, thank you very much. first of all, good job.
Thanks for alwayzs being so upfront with the shareholderds onthe call. Thank you, Steven. Couple of things, regarding operational improved initiatives. What are you goinbg to be doingthis year? And what have you been doinbg so far revolving around lean manufacturing, TQM, Six Sigmwa to improve throughput in your plant? Soderberg: Let'es break this down by the two operating and I'll comment on , and I'll let Ken commenf on Batesville. Nisan: Okay. Soderberg: And I will expanf your question really to included all of the operationssurroundintg our, kind of, order to cash as ...
On the supply-chain side, we have as we mentioned in the call done a leaningb exercise in thebig Hill-Rom plant here in Batesville, and I'm pleased to say we haven'tr missed a beat. ... And so I would say that lean has takenm flower and has even more room to growand Ken. Camp: Well BCC has been students and practitionerxs in increasing degrees of the ToyotaProduction Kaizen, and has done continuous improvement since the mid-'90s. ... So we considere it a way a life.
Camp and Nissan had this exchange: Without going through all the things thatwe do, I would - if you let me boasg a little bit - in last four yearxs
Steven Nissan, or whoeved he is, recently managed to coax a coupleof Cincinnati-areqa CEOs into extended discourses on "continuoue improvement initiatives" and their impact on Yet there's no indication from the transcripts that he knew much of anythingy about the companies other than what he might have pickedx up during executives' opening remarks. At times it's almost as if the executive jumped at the chancd to demonstrate they had a better command of jargoh thanthe caller. Here's a couplw of greatly abbreviated samples, first from 's call on Feb.
13, courtesyy of Seeking Alpha's online transcripts: Steveb Nissan, Mindflow Capital Investments: Yeah, thanks a lot, Congratulations on a good quartefr again. Greg Kenny, presideny and CEO: Thanks, Steven. Nissan: A coupler of things. Can you provider some more color on youroperationa (inaudible) revolving around lean and Six Sigma and the benefite you expect to see in throughputt throughout your plant? Kenny: That's an interesting question. Nissan: Exactly. What metricsw are you guys using in your manufacturing processx to determineyour success? Are you lookingg at RONA or OE? How are you guys judging yourself and makin g sure you stay No. 1 aheaf of your peers?
Kenny: Well, we're constantly looking at return on capital employedas one. We look at workiny capital as a percentageof revenues. We look at - OE is a huge We're looking at DPMUs or statisticallt looking at the number offailures we'rr having in either product or all the other aspecta of delivery to a customer. So I thin k the tools that you've mentioned is clearlyt there. We're proud of our return on but I'd like it to be as high as A week earlier, the mysteryh caller was identified by Seeking Alpha as Stevejn Nisan when hejoinecd 's call to chat with CEO Peteer Soderberg and Ken Camp, CEO of its Hi, thank you very much. first of all, good job.
Thanks for alwayzs being so upfront with the shareholderds onthe call. Thank you, Steven. Couple of things, regarding operational improved initiatives. What are you goinbg to be doingthis year? And what have you been doinbg so far revolving around lean manufacturing, TQM, Six Sigmwa to improve throughput in your plant? Soderberg: Let'es break this down by the two operating and I'll comment on , and I'll let Ken commenf on Batesville. Nisan: Okay. Soderberg: And I will expanf your question really to included all of the operationssurroundintg our, kind of, order to cash as ...
On the supply-chain side, we have as we mentioned in the call done a leaningb exercise in thebig Hill-Rom plant here in Batesville, and I'm pleased to say we haven'tr missed a beat. ... And so I would say that lean has takenm flower and has even more room to growand Ken. Camp: Well BCC has been students and practitionerxs in increasing degrees of the ToyotaProduction Kaizen, and has done continuous improvement since the mid-'90s. ... So we considere it a way a life.
Camp and Nissan had this exchange: Without going through all the things thatwe do, I would - if you let me boasg a little bit - in last four yearxs
Thursday, May 10, 2012
Lower developer fees - Sacramento Business Journal:
bentlyoupapa1810.blogspot.com
Cash-strapped California can hold abond sale, generatinvg much-needed revenue to help finance large-scale capital projects — thin k road and school construction — and possiblyy jump-start the economy. the Golden State’s anemic bond-crediyt rating increases the cost for the But cities andcounties — many alreaduy facing ballooning budget deficits, especiall with declining home values and tightfisted consumer spending — have few option s to raise revenue.
It’s mostly a battle of financialk survival ratherthan long-term planning during the past few So, a dramatic discount in development fees seems almost counter-intuitive — ask for less cash in hopes of generatinyg a much-larger stash. Well, the city of Elk Grovew is embracingEconomics 101. The city — one of the nation’ fastest-growing communities just a few years ago will lower some development fees by 30 percenyt to55 percent.
Just like any half-price the city hopes to attract more uh developers, and grab more revenue from The city, arguably the hardest-hit by the housing downturn in the four-county region, has been iced over for more than a One-time bustling corners with commercial development are A much-anticipated lifestyle center — basically an outdoor mall has become a long-delayed especially as a national development companyt enters bankruptcy court.
And the abundance of competinbg new-home sale signs on almostf every corner on Elk Grove and Lagunsa boulevards is merely evidenceof remember-when Ah, the good ol’ when cities could ask for dollars and deep-pockete developers would complain plenty but pony up the moneyt because nifty paydays were a sure thing. Now, the globalk recession has everyone spinning and upside Last year, Elk Grove issued 258 new-homew building permits, compared to the peak of 4,00 in 2004. Commercial construction also has What’s a city to do? Well, lower the developmenft fees, which can reach $80,000 for a new home in Elk It’s almost a no-brainer.
No construction means no You can ask for development feesof $250,000, but if nobody is building, then it’s useless. Lower fees encourage builders to begihn applyingfor permits, laying the foundation for construction projecta — and the while also providing much-needed work. The cities of Elk Groved and Woodland have adopted thebold idea, pushe largely by the North State Building Industry The Sacramento County Board of Supervisors is expectex to consider a fee cut in July. Now, other cities and countie should embrace the effort to help the economy in the looking at Elk Grove and Woodland as models for anovek idea.
Cash-strapped California can hold abond sale, generatinvg much-needed revenue to help finance large-scale capital projects — thin k road and school construction — and possiblyy jump-start the economy. the Golden State’s anemic bond-crediyt rating increases the cost for the But cities andcounties — many alreaduy facing ballooning budget deficits, especiall with declining home values and tightfisted consumer spending — have few option s to raise revenue.
It’s mostly a battle of financialk survival ratherthan long-term planning during the past few So, a dramatic discount in development fees seems almost counter-intuitive — ask for less cash in hopes of generatinyg a much-larger stash. Well, the city of Elk Grovew is embracingEconomics 101. The city — one of the nation’ fastest-growing communities just a few years ago will lower some development fees by 30 percenyt to55 percent.
Just like any half-price the city hopes to attract more uh developers, and grab more revenue from The city, arguably the hardest-hit by the housing downturn in the four-county region, has been iced over for more than a One-time bustling corners with commercial development are A much-anticipated lifestyle center — basically an outdoor mall has become a long-delayed especially as a national development companyt enters bankruptcy court.
And the abundance of competinbg new-home sale signs on almostf every corner on Elk Grove and Lagunsa boulevards is merely evidenceof remember-when Ah, the good ol’ when cities could ask for dollars and deep-pockete developers would complain plenty but pony up the moneyt because nifty paydays were a sure thing. Now, the globalk recession has everyone spinning and upside Last year, Elk Grove issued 258 new-homew building permits, compared to the peak of 4,00 in 2004. Commercial construction also has What’s a city to do? Well, lower the developmenft fees, which can reach $80,000 for a new home in Elk It’s almost a no-brainer.
No construction means no You can ask for development feesof $250,000, but if nobody is building, then it’s useless. Lower fees encourage builders to begihn applyingfor permits, laying the foundation for construction projecta — and the while also providing much-needed work. The cities of Elk Groved and Woodland have adopted thebold idea, pushe largely by the North State Building Industry The Sacramento County Board of Supervisors is expectex to consider a fee cut in July. Now, other cities and countie should embrace the effort to help the economy in the looking at Elk Grove and Woodland as models for anovek idea.
Wednesday, May 9, 2012
Florida's HMOs see higher income in first half of 2007 - South Florida Business Journal:
belyaevostapuki.blogspot.com
Net income for Florida's HMOs increased to $385.1 million in the firsg six monthsof 2007, up 27.9 percent from the same periods in 2006. Total premiums fell 7.4 percent to $8.3 billion, according to the . Both trendzs are a reversal fromlast year. In 2006, Floridwa HMO net income totaled $617 an 11.2 percent decline from 2005. But total premiums increased 5.3 percent, to $16 The only constant was Louisville, Ky.-basedc , which widened its stat e lead in both premium dollars and profits behinr the strength of its MedicareAdvantage program. The OIR recently released financial results forboth periods. They includd only HMO operations and not otheer plans suchas PPOs.
Large commercial carriers, such as Jacksonville-base and Minnesota-based , have been shiftingv members from HMOs into theseeother plans. Because of that, Florida's HMO enrollment fell from nearlg 3.9 million at the end of 2005 to 3.4 milliomn on June 30. Even though Florida HMOs lost commerciall membersin 2006, theire premiums still grew because they gainede lucrative Medicare Advantage enrollees, Minneapolis-basex HMO analyst Allan Baumgarten said.
In Miami-Dad e and Broward counties, the federal government pays morethan $1,00p0 per Medicare Advantage member each month, while commerciakl HMO premiums average about $300 per member, he Plus, 2006 marked the firstg year Medicare Advantage plans received extra money for prescriptiob drug benefits. "You have such a large percentagew of the population in Medicare Advantage plans that it has a higherr cost of acquisition fornew business," Baumgarten "But if you can hold onto that business, that monthlyt payment is great." Florida HMOs addedf 50,000 Medicare Advantage members in 2006, but only 12,00o members joined in the first six monthw of 2007.
Since commercial membershipo continuedto plummet, that likely contributeed to the premium decrease during the period. Baumgarten said Florida's commerciaol HMO enrollment will continue to slide for the foreseeable Plans will continue tooffe HMOs, but it will likely cost he added. As for the increasexd HMO profitability to start President Linda Quick noted HMOs have become more pickyu aboutpaying claims. "Some of the physicianz have told me they are having problems getting paid on a timel basis or there are a lot of negotiations beforwegetting paid," she said.
"The planzs are doing individual reviews of more processes or they put in placse computer programs that screen out more casexsfor review." Mark LaBorde, president of southeast businessx for Hartford, Conn.-based , said disease management programsx have reduced costs by treating members before they need costly procedures. Aetna started its Health Connectione medical management program in 2006 and LaBordebelieveas that, plus a low turnover contributed to a healthier start to 2007 for his company in Aetna's Florida HMO profit increased to $54.55 million, up 193 percent from the first six months of 2006.
Humanq and its CarePlus subsidiary took over the title of most profitablr Florida HMO from Aetnain 2006. They collecte d nearly $4 billion in premiums in 2006, with abouy $3.3 billion of that from its 299,000 Medicarse Advantage enrollees. Its incomes increased 52 percent toreach $223.4 Humana got off to an ever better stargt in the first six months of this year by postintg $2.2 billion in premium revenue and $131.9 millionn in net income. Because of Humana'se size and its majority stakein Florida'd Medicare Advantage patients, it does a good job screeninyg claims and can negotiate better rates with providers, Quic k said.
Net income for Florida's HMOs increased to $385.1 million in the firsg six monthsof 2007, up 27.9 percent from the same periods in 2006. Total premiums fell 7.4 percent to $8.3 billion, according to the . Both trendzs are a reversal fromlast year. In 2006, Floridwa HMO net income totaled $617 an 11.2 percent decline from 2005. But total premiums increased 5.3 percent, to $16 The only constant was Louisville, Ky.-basedc , which widened its stat e lead in both premium dollars and profits behinr the strength of its MedicareAdvantage program. The OIR recently released financial results forboth periods. They includd only HMO operations and not otheer plans suchas PPOs.
Large commercial carriers, such as Jacksonville-base and Minnesota-based , have been shiftingv members from HMOs into theseeother plans. Because of that, Florida's HMO enrollment fell from nearlg 3.9 million at the end of 2005 to 3.4 milliomn on June 30. Even though Florida HMOs lost commerciall membersin 2006, theire premiums still grew because they gainede lucrative Medicare Advantage enrollees, Minneapolis-basex HMO analyst Allan Baumgarten said.
In Miami-Dad e and Broward counties, the federal government pays morethan $1,00p0 per Medicare Advantage member each month, while commerciakl HMO premiums average about $300 per member, he Plus, 2006 marked the firstg year Medicare Advantage plans received extra money for prescriptiob drug benefits. "You have such a large percentagew of the population in Medicare Advantage plans that it has a higherr cost of acquisition fornew business," Baumgarten "But if you can hold onto that business, that monthlyt payment is great." Florida HMOs addedf 50,000 Medicare Advantage members in 2006, but only 12,00o members joined in the first six monthw of 2007.
Since commercial membershipo continuedto plummet, that likely contributeed to the premium decrease during the period. Baumgarten said Florida's commerciaol HMO enrollment will continue to slide for the foreseeable Plans will continue tooffe HMOs, but it will likely cost he added. As for the increasexd HMO profitability to start President Linda Quick noted HMOs have become more pickyu aboutpaying claims. "Some of the physicianz have told me they are having problems getting paid on a timel basis or there are a lot of negotiations beforwegetting paid," she said.
"The planzs are doing individual reviews of more processes or they put in placse computer programs that screen out more casexsfor review." Mark LaBorde, president of southeast businessx for Hartford, Conn.-based , said disease management programsx have reduced costs by treating members before they need costly procedures. Aetna started its Health Connectione medical management program in 2006 and LaBordebelieveas that, plus a low turnover contributed to a healthier start to 2007 for his company in Aetna's Florida HMO profit increased to $54.55 million, up 193 percent from the first six months of 2006.
Humanq and its CarePlus subsidiary took over the title of most profitablr Florida HMO from Aetnain 2006. They collecte d nearly $4 billion in premiums in 2006, with abouy $3.3 billion of that from its 299,000 Medicarse Advantage enrollees. Its incomes increased 52 percent toreach $223.4 Humana got off to an ever better stargt in the first six months of this year by postintg $2.2 billion in premium revenue and $131.9 millionn in net income. Because of Humana'se size and its majority stakein Florida'd Medicare Advantage patients, it does a good job screeninyg claims and can negotiate better rates with providers, Quic k said.
Monday, May 7, 2012
drank(TM) Extreme Relaxation(TM) Beverage Partners with Anheuser-Busch Wholesaler, North Florida Sales, to Bring Relaxation to the Sunshine State
lehoquvuhu.wordpress.com
June 2 /PRNewswire-FirstCall/ -- Innovative Beverage Group Holdings, Inc. (OTC Pink IBGH) today announced that the companty has entered into an agreementwith Jacksonville, FL-based North Florida for Northeast Florida distribution of the company'sx signature beverage, , a 16 oz. lightly-carbonated beverage formulatedcwith melatonin, valerian root and rose hips to provide a relaxing effect. , a distributor of Anheuser-Busch and Crown Importz portfolioof brands, joins a growing national network of new distributors and chain conveniences operations adding drank to thei New-Age beverage lineup.
Under the agreement, Nortjh Florida Sales will furnish drank(TM) to supermarkets, convenience bars and lounges in 11 NortheastFlorida counties, Baker, Bradford, Clay, Columbia, Duval, Hamilton, Nassau, St. Suwannee, Union and a portiobn of Putnam. "North Florida Sales is more than a we are consultants toour clients,"" said Gentry Pelham, Key Accounts Managerf at North Florida "We understand that there are many factord that influence buying habits and impactt the bottom line.
The addition of drank(TM) to our roster of beveragea is evidence of our proactive ability to identif y changes in consumer branrd preferences and introduce brands that are changint the marketplace andincreasingf profits." "We are pioneering an entirely new category within the functional soft drin k market, a market with a forecast to continue growing over the comingb five years," said , CEO of Innovative Beveragee Group. "The alternative beverage segment remains acleafr winner, and with the addeds vision of North Florida we are looking forwarc to expanding our base of brand-conscious and loyal consumers in norty Florida.
" "We consider two thingsx when selecting new products: brand differentiation and depth of its marketing, said Pelham. "Drinks with an 'it' facto are rare. We don'f take chances on new ones unless there is somethinb that clearly differentiates them from the With drank(TM), we've seen an entirely new consumer introducerd to this New-Age category, which does not require us to trade off the sale of anothe drink." With a slogan of "slow your roll(TM)," is the antithesis of the herd of energy drinks crowding the functional beverage sector. Since launching in selecft markets inearly 2008, has quickly become the go-to beveraged for people looking to relax their mind and body.
joinw the ranks of many regiona l distributors and convenience store outlets that have added to their New Agebeverage lineup. is currently sold at 7-Eleven stores nationwide and, through its expansivre network ofindependent distributors, at scores of other retailers in major markets across the U.S. For more informatio about drank(TM), please visit: or call To reach North Florida Sales, call 904-645-0283. About Innovativee Beverage Group Holdings, Inc. Innovative Beverage Grou p Holdings, Inc. is a Nevada-baser corporation headquartered in Texas that engages in the distribution and wholesals of products in the New Agebeverage category.
The Company recentlty launched its first proprietaryproducg drank(TM). Dubbed the world's first extreme relaxatiohn beverage, drank(TM) was created to induce a natural calming and soothing effecywhen consumed. drank(TM) is a lightly carbonatede grape flavored beverage formulated with natural calming agentzsincluding melatonin, rose hips, and valerian root. is sold in prominent purple, signature 16 ouncwe cans bearing theslogan "slow your roll ' and is available in convenience and grocery outletzs in a growing number of regionws throughout the United States.
Innovativ Beverage Group began operations as a distributor for well knownm national brands of beverage productzsincluding Jolt, Rock Crystal Geyser, Sweet Leaf tea, Arizonaq Ice tea, and . Althougjh the Company continues to distributee many of these well known brands in the greater Houston area, the expansion of Innovative's proprietary producy division has become foremost in their businesd model. Recent corporate strategies have been focusexd on the marketing and distributionbof drank(TM) to accommodate the growinv demand for the product.
Innovative Beverage Groupp is also currently working to add additional proprietaryu products to its line that will complement and provide consumers with an array of new and unique conceptes in the New Agebeverage category. All company and/od product names are trademarks and/or registerecd trademarks of theirrespective owners. Certain oral statements made by managemenr from time to time and certain statementxs contained in press releases and periodic reports issued by InnovativeBeveragr Group, Inc.
, (the "Company"), as well as thoswe contained herein, that are not historical facts are "forward-looking" statements within the meaning of Section 21E of the Securities and Exchange Act of and because such statements involve riskse and uncertainties, actual results may diffe r materially from those expressed or implied by such forward-lookingy statements. Forward-looking statements, including thos in Management's Discussion and Analysis, are statements regardin the intent, belief, or currentt expectations, estimates, or projections of the its directors, or its officersw about the Company and the industry in whicg it operates and are basedc on assumptions madeby management.
Forward-looking statementxs include without limitationstatements regarding: (a) the Company's strategiea regarding growth and business including future acquisitions; (b) the Company's financing (c) trends affecting the Company'ws financial condition or results of operations; (d) the Company'sz ability to continue to contropl costs and to meet its liquidity and othe r financing needs; (e) the declaration and paymen of dividends; and (f) the Company's ability to respond to changes in customer demand and Although the Company believesa that its expectations are basedc on reasonable assumptions, it can give no assurancd that the anticipated results will occur.
When issued in this the words "expects," "anticipates," "intends," "plans," "believes," "seeks," "estimates," and similat expressions are generally intended toidentify forward-lookingv statements. For media samples, product photography and additional information, contact Avalanche Strategic Communicationsat 201-488-004o9 or email SOURCE Innovative Beverage Group Holdings, Inc.
June 2 /PRNewswire-FirstCall/ -- Innovative Beverage Group Holdings, Inc. (OTC Pink IBGH) today announced that the companty has entered into an agreementwith Jacksonville, FL-based North Florida for Northeast Florida distribution of the company'sx signature beverage, , a 16 oz. lightly-carbonated beverage formulatedcwith melatonin, valerian root and rose hips to provide a relaxing effect. , a distributor of Anheuser-Busch and Crown Importz portfolioof brands, joins a growing national network of new distributors and chain conveniences operations adding drank to thei New-Age beverage lineup.
Under the agreement, Nortjh Florida Sales will furnish drank(TM) to supermarkets, convenience bars and lounges in 11 NortheastFlorida counties, Baker, Bradford, Clay, Columbia, Duval, Hamilton, Nassau, St. Suwannee, Union and a portiobn of Putnam. "North Florida Sales is more than a we are consultants toour clients,"" said Gentry Pelham, Key Accounts Managerf at North Florida "We understand that there are many factord that influence buying habits and impactt the bottom line.
The addition of drank(TM) to our roster of beveragea is evidence of our proactive ability to identif y changes in consumer branrd preferences and introduce brands that are changint the marketplace andincreasingf profits." "We are pioneering an entirely new category within the functional soft drin k market, a market with a forecast to continue growing over the comingb five years," said , CEO of Innovative Beveragee Group. "The alternative beverage segment remains acleafr winner, and with the addeds vision of North Florida we are looking forwarc to expanding our base of brand-conscious and loyal consumers in norty Florida.
" "We consider two thingsx when selecting new products: brand differentiation and depth of its marketing, said Pelham. "Drinks with an 'it' facto are rare. We don'f take chances on new ones unless there is somethinb that clearly differentiates them from the With drank(TM), we've seen an entirely new consumer introducerd to this New-Age category, which does not require us to trade off the sale of anothe drink." With a slogan of "slow your roll(TM)," is the antithesis of the herd of energy drinks crowding the functional beverage sector. Since launching in selecft markets inearly 2008, has quickly become the go-to beveraged for people looking to relax their mind and body.
joinw the ranks of many regiona l distributors and convenience store outlets that have added to their New Agebeverage lineup. is currently sold at 7-Eleven stores nationwide and, through its expansivre network ofindependent distributors, at scores of other retailers in major markets across the U.S. For more informatio about drank(TM), please visit: or call To reach North Florida Sales, call 904-645-0283. About Innovativee Beverage Group Holdings, Inc. Innovative Beverage Grou p Holdings, Inc. is a Nevada-baser corporation headquartered in Texas that engages in the distribution and wholesals of products in the New Agebeverage category.
The Company recentlty launched its first proprietaryproducg drank(TM). Dubbed the world's first extreme relaxatiohn beverage, drank(TM) was created to induce a natural calming and soothing effecywhen consumed. drank(TM) is a lightly carbonatede grape flavored beverage formulated with natural calming agentzsincluding melatonin, rose hips, and valerian root. is sold in prominent purple, signature 16 ouncwe cans bearing theslogan "slow your roll ' and is available in convenience and grocery outletzs in a growing number of regionws throughout the United States.
Innovativ Beverage Group began operations as a distributor for well knownm national brands of beverage productzsincluding Jolt, Rock Crystal Geyser, Sweet Leaf tea, Arizonaq Ice tea, and . Althougjh the Company continues to distributee many of these well known brands in the greater Houston area, the expansion of Innovative's proprietary producy division has become foremost in their businesd model. Recent corporate strategies have been focusexd on the marketing and distributionbof drank(TM) to accommodate the growinv demand for the product.
Innovative Beverage Groupp is also currently working to add additional proprietaryu products to its line that will complement and provide consumers with an array of new and unique conceptes in the New Agebeverage category. All company and/od product names are trademarks and/or registerecd trademarks of theirrespective owners. Certain oral statements made by managemenr from time to time and certain statementxs contained in press releases and periodic reports issued by InnovativeBeveragr Group, Inc.
, (the "Company"), as well as thoswe contained herein, that are not historical facts are "forward-looking" statements within the meaning of Section 21E of the Securities and Exchange Act of and because such statements involve riskse and uncertainties, actual results may diffe r materially from those expressed or implied by such forward-lookingy statements. Forward-looking statements, including thos in Management's Discussion and Analysis, are statements regardin the intent, belief, or currentt expectations, estimates, or projections of the its directors, or its officersw about the Company and the industry in whicg it operates and are basedc on assumptions madeby management.
Forward-looking statementxs include without limitationstatements regarding: (a) the Company's strategiea regarding growth and business including future acquisitions; (b) the Company's financing (c) trends affecting the Company'ws financial condition or results of operations; (d) the Company'sz ability to continue to contropl costs and to meet its liquidity and othe r financing needs; (e) the declaration and paymen of dividends; and (f) the Company's ability to respond to changes in customer demand and Although the Company believesa that its expectations are basedc on reasonable assumptions, it can give no assurancd that the anticipated results will occur.
When issued in this the words "expects," "anticipates," "intends," "plans," "believes," "seeks," "estimates," and similat expressions are generally intended toidentify forward-lookingv statements. For media samples, product photography and additional information, contact Avalanche Strategic Communicationsat 201-488-004o9 or email SOURCE Innovative Beverage Group Holdings, Inc.
Saturday, May 5, 2012
Recession forces businesses to rethink employee perks - Phoenix Business Journal:
llrx-royce.blogspot.com
Many of the Valley businesses contacted for this stort declined to comment about theitrcost savings, even though strugglingy industries such as construction, financial real estate, the media and the publicd sector are enduring a varietyh of cost-cutting moves. Still, a few Phoenix-are businesses acknowledged curtailingbusiness travel, hiking co-pays for and reducing some amenities and perks, while some others said they aren’tf cutting benefits or perks.
has asked employees to pay more towardc their benefits to keep those offeringsw and make it throughtough times, said Katherine the charitable group’s chief operating Some companies are dictating the cuts, but others are givingv employees the choice of what to keep and what to get rid of in the face of needefd savings. “Even in tough times, if your staff isn’t operatinhg productively and happily, the service to clients suffers,” said Davir Eichler, a principal of Phoenix-based .
“So what we did, rather than just blindlgy slashing the budget ofeverything perkish, we estimatefd how much attrition there would be in the business and cut costas by the same percentage. Then we took the part of the budgeyt that covers things like stocking the and assigned it to our We wanted to give themownership — dare we say an allowanced — to preserve what was important to but do it responsibly.” Marianne a business ethics professof at Arizona State University’xs W.P.
Carey School of Business, said companies are cutting perks and benefits not onlyfor rank-and-fil e staff, but also for company executives who are undedr scrutiny in the wake of the Wall Street bailout and firestorms over CEO pay and executivs retreats. “I am seeinhg that the perks such asfinancialk planning, cars, etc., are dwindling. Paying dues for country clubs, etc., is going by the Jennings said. “I also see that companieas are even balking at paying for participation in charitable golf She also said businessese are scaling back on college tuitionreimbursement benefits.
Dona an employment attorney with lawfirm , said some cost-consciouss employers are finding savinges in new health and dental plans as providera offer discounts to new customers. recently had its employeesz start paying more for cable boxes but that was because of a taxliabilitty issue, not the economy, said spokeswomajn Andrea Katsenes. The telecommunications company still is offering its employees free cable and reducedphone prices, she Some businesses not only are keeping all of theirr amenities and perks, but also are addin g new ones. Phoenix-based , for example, recently openedc a child care and fitness cented at its northPhoenix headquarters, said spokeswomajn Jessica Douglas.
Vice President Elizabeth Driscol saidthe Scottsdale-based Web domain firm has not cut any perk s or benefits.
Many of the Valley businesses contacted for this stort declined to comment about theitrcost savings, even though strugglingy industries such as construction, financial real estate, the media and the publicd sector are enduring a varietyh of cost-cutting moves. Still, a few Phoenix-are businesses acknowledged curtailingbusiness travel, hiking co-pays for and reducing some amenities and perks, while some others said they aren’tf cutting benefits or perks.
has asked employees to pay more towardc their benefits to keep those offeringsw and make it throughtough times, said Katherine the charitable group’s chief operating Some companies are dictating the cuts, but others are givingv employees the choice of what to keep and what to get rid of in the face of needefd savings. “Even in tough times, if your staff isn’t operatinhg productively and happily, the service to clients suffers,” said Davir Eichler, a principal of Phoenix-based .
“So what we did, rather than just blindlgy slashing the budget ofeverything perkish, we estimatefd how much attrition there would be in the business and cut costas by the same percentage. Then we took the part of the budgeyt that covers things like stocking the and assigned it to our We wanted to give themownership — dare we say an allowanced — to preserve what was important to but do it responsibly.” Marianne a business ethics professof at Arizona State University’xs W.P.
Carey School of Business, said companies are cutting perks and benefits not onlyfor rank-and-fil e staff, but also for company executives who are undedr scrutiny in the wake of the Wall Street bailout and firestorms over CEO pay and executivs retreats. “I am seeinhg that the perks such asfinancialk planning, cars, etc., are dwindling. Paying dues for country clubs, etc., is going by the Jennings said. “I also see that companieas are even balking at paying for participation in charitable golf She also said businessese are scaling back on college tuitionreimbursement benefits.
Dona an employment attorney with lawfirm , said some cost-consciouss employers are finding savinges in new health and dental plans as providera offer discounts to new customers. recently had its employeesz start paying more for cable boxes but that was because of a taxliabilitty issue, not the economy, said spokeswomajn Andrea Katsenes. The telecommunications company still is offering its employees free cable and reducedphone prices, she Some businesses not only are keeping all of theirr amenities and perks, but also are addin g new ones. Phoenix-based , for example, recently openedc a child care and fitness cented at its northPhoenix headquarters, said spokeswomajn Jessica Douglas.
Vice President Elizabeth Driscol saidthe Scottsdale-based Web domain firm has not cut any perk s or benefits.
Thursday, May 3, 2012
State universities
uvepexatawus.blogspot.com
A 2006 study showed statre university campuses faced a maintenance backlogof $663 million. That totao spiked 24 percent to $825 million when the boarde completed its2008 study. And with the state’s budget shortfall totaling morethan $141 million for fiscal year 2009 and another $802 million for fiscap year 2010, the maintenance needs appear they will get wors e before they get better. The regents blame the increases on increases in construction the increased age of the facilitiesa and thecontinued under-funding of annuap maintenance.
“It’s no surprise that this proble m continuesto grow,” said Donna Shank of the Chair of the Kansass Board of Regents, in a statement. “Whilew the 2007 legislation provided an important it fell significantly short of the kind of comprehensiver solution that would adequatelyt and ultimately address this pressing A2007 payment, Shank said, did give the state’sx universities an opportunity to begin work on the most vital maintenancwe projects. • : $290.6 million. • The : $226 million. The : $90.5 million. • : $67 million. • : $51 • : $50.6 million. • : $49.3 million.
A 2006 study showed statre university campuses faced a maintenance backlogof $663 million. That totao spiked 24 percent to $825 million when the boarde completed its2008 study. And with the state’s budget shortfall totaling morethan $141 million for fiscal year 2009 and another $802 million for fiscap year 2010, the maintenance needs appear they will get wors e before they get better. The regents blame the increases on increases in construction the increased age of the facilitiesa and thecontinued under-funding of annuap maintenance.
“It’s no surprise that this proble m continuesto grow,” said Donna Shank of the Chair of the Kansass Board of Regents, in a statement. “Whilew the 2007 legislation provided an important it fell significantly short of the kind of comprehensiver solution that would adequatelyt and ultimately address this pressing A2007 payment, Shank said, did give the state’sx universities an opportunity to begin work on the most vital maintenancwe projects. • : $290.6 million. • The : $226 million. The : $90.5 million. • : $67 million. • : $51 • : $50.6 million. • : $49.3 million.
Wednesday, May 2, 2012
Snowbird is magnificent winner of 100 Degree Day game - Arizona Republic
cicugaha.wordpress.com
Snowbird is magnificent winner of 100 Degree Day game Arizona Republic Only six of you people got the date right, but it was Myron Lindahl, a Minnesotan wintering in Sun City, who came closest to the time. His guess was 1:14 pm Pretty darn good, if you ask me. The next closest guess was 12:56 pm However, there is a small ... |
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