Are we risking the loss of North Carolina's natural resources for future ... Sanford Herald (registration) ... breathe, I believe that we may be on the cusp of risking the loss of much of these precious natural resources for future generations if we do not get more involved in this insidious movement underway right before our eyes … and perhaps soon under ... |
Wednesday, February 27, 2013
Are we risking the loss of North Carolina's natural resources for future ... - Sanford Herald (registration)
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Friday, February 22, 2013
Poll: Most only want foreign aid cuts - Politico
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Politico | Poll: Most only want foreign aid cuts Politico The widespread rejection of most ideas to slash spending in the poll from the Pew Research Center shows the difficulty of translating a popular GOP message â€" the federal budget needs to be shrunk down to size â€" into political reality. Even on foreign ... Poll: Cut government spendin g, just not this program Poll: Public opposes sequester cuts to individual programs Poll: 40 percent OK with government cuts |
Sunday, February 17, 2013
Founders of hotels.com start new venture - Dallas Business Journal:
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Bob Diener and Davir Litman, who sold hotels.com in 2003 and have been layinbg low undera five-year non-compete jumped back into the Interner travel industry Wednesday. Getaroom.com’s officesw and call center are based in with about30 full-time employees, 20 part-tim workers and up to 50 call-center employees, Dienef said Wednesday. Many of the workerss were hiredfrom hotels.com or competingt sites such as , and , he “Our expertise in the hotel industry is said Litman in a news “Bob and I literallyu launched the online hotell booking industry back in 1995 with and its predecessor Hotel Reservations Network.” Getaroom.
com provides clients with hotel descriptions, maps, photos and a side-by-sidre comparison with other properties. The site also offers the ability to book airfare and tickets topopulaf attractions. There are two ways to book at The first is what consumers are used to going to a Web site and booking the The second way is to register withthe site, then call the company'sa call center, and get an “unpublishede rate," which is 10-50% lower than other Internetf rates, Diener said. “Hotels don’t want their rates Diener said. “Occupancy is weak across the board, but hoteld don’t want to lower their price across alldistributiob channels.
We won’t publish the rate, so it allowxs them to offer a much better rate to Ifconsumers aren’t happy with theit booked rate, they can cancel at any time. “Ww could not have found a bettefr timeto launch,” Diener “People look for better values. The hotels know us. We can be much more nimblee thanexisting companies.” Diener said he and Litman started hotels.comj with an investment of about $600 each. The start-up of getaroom.comn is a “multi-million-dollar” launch, he said. Revenue projections for the firsty year areabout $45 million, Diener said. Radio promotionxs for getaroom.com began Wednesday.
Television commercials will begim running at the end ofthe month.
Bob Diener and Davir Litman, who sold hotels.com in 2003 and have been layinbg low undera five-year non-compete jumped back into the Interner travel industry Wednesday. Getaroom.com’s officesw and call center are based in with about30 full-time employees, 20 part-tim workers and up to 50 call-center employees, Dienef said Wednesday. Many of the workerss were hiredfrom hotels.com or competingt sites such as , and , he “Our expertise in the hotel industry is said Litman in a news “Bob and I literallyu launched the online hotell booking industry back in 1995 with and its predecessor Hotel Reservations Network.” Getaroom.
com provides clients with hotel descriptions, maps, photos and a side-by-sidre comparison with other properties. The site also offers the ability to book airfare and tickets topopulaf attractions. There are two ways to book at The first is what consumers are used to going to a Web site and booking the The second way is to register withthe site, then call the company'sa call center, and get an “unpublishede rate," which is 10-50% lower than other Internetf rates, Diener said. “Hotels don’t want their rates Diener said. “Occupancy is weak across the board, but hoteld don’t want to lower their price across alldistributiob channels.
We won’t publish the rate, so it allowxs them to offer a much better rate to Ifconsumers aren’t happy with theit booked rate, they can cancel at any time. “Ww could not have found a bettefr timeto launch,” Diener “People look for better values. The hotels know us. We can be much more nimblee thanexisting companies.” Diener said he and Litman started hotels.comj with an investment of about $600 each. The start-up of getaroom.comn is a “multi-million-dollar” launch, he said. Revenue projections for the firsty year areabout $45 million, Diener said. Radio promotionxs for getaroom.com began Wednesday.
Television commercials will begim running at the end ofthe month.
Tuesday, February 12, 2013
New Cousins CEO encouraged about the market - Baltimore Business Journal:
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"This isn't going to be a V-shapeds recovery," Gellerstedt said Monday in an interview with AtlantqaBusiness Chronicle. "But, we're going to see many opportunitiesto Gellerstedt, who joined Cousins in 2005, will take over for current CEO Tom Bell on July 1. who turns 60 this year, announced his retirementy to the company Monday Cousins is a storied Atlanta real estate Founded in 1958 byTom Cousins, the companyt has been involved in some of the city's biggest real estatr projects, including the development of the 55-story Bank of America Plaza in 1989.
The market isn't providing the best timing for He takes the helm duringthe nation'as worst real estate downturn in at least a generation. Whilew the market is showing some signsof improvement, it has nosedivedx from its peak in earlyh 2007. Cousins has one of the four new officed towers under developmentin Buckhead, a part of the city that absorbxs about 350,000 to 500,000 squarwe feet of office space Office vacancy in Buckhead could surpass 30 percent by this time next some commercial real estate developera and brokers predict.
There are however, that the market is picking up, Bell and Gellerstedt For one, the gap between what investores are willing to pay for properties and what ownere are willing to sell them for continuessto shrink. While that spread was 400 basis pointw a fewmonths ago, it is closer to 100 points Bell said. Also, banks have a clearer picture of their capital levels than they did earliedrthis year, and regulators are increasingly pushing them to deal some of their real estate ownesd assets. Cousins (NYSE: CUZ) , posting net incomee of $164.2 million on $49 milliomn in revenue.
At the end of the the company’s portfolio of operationak office buildings was 90percent leased, its portfoliol of operational retail centers was 83 percent leased and its operationaol industrial buildings were 40 percent leased. Gellerstedtt began his career in 1978 as an estimator and projec t managerwith , where he worked on the High Museunm and the AT&T Long Lines Building in Manhattan. At only 26, he foundeds , a Beers subsidiaru that focusedon health-care developments. Gellerstedt was later named Beersx chairmanand CEO.
Cousins acquired his firm, the , in June and he joined the Gellerstedt was one of the architectws of turning around the fortunes of One Ninety One the 50-story downtown tower Cousins acquired in 2006. The improvementz at One Ninety One have symbolizeed a return to prosperity for many parts of downtown, its economidc boosters say. Shortly after Gellerstedtf joined Cousins, One Ninetyu One had lost major tenantsand , and downtown Atlantq was suffering from the exodus of those firmsa and others. Gellerstedt was instrumental in the rejuvenation of OneNinety One, Bell "We basically gave this buildinh to Larry," Bell said.
"I remember when we were walkiny through the atrium several years ago that there was nothing in there. It had this echo And I said to Larry, 'What are we going to abou this echo?' And Larry came right back and ‘I tell you what we'rer going to do. We're goinv to fill this atrium and thisbuilding up.’ It's a totally different buildinb today." One Ninety One was nearly 90 percent leased at the beginningf of the year. Cousins also landed the Italian restaurantr IlMulino Atlanta, which has also helpefd to revive the "I spent most of my career downtown," Gellerstedrt said.
"I've always thought that One Ninett One is atimeless
"This isn't going to be a V-shapeds recovery," Gellerstedt said Monday in an interview with AtlantqaBusiness Chronicle. "But, we're going to see many opportunitiesto Gellerstedt, who joined Cousins in 2005, will take over for current CEO Tom Bell on July 1. who turns 60 this year, announced his retirementy to the company Monday Cousins is a storied Atlanta real estate Founded in 1958 byTom Cousins, the companyt has been involved in some of the city's biggest real estatr projects, including the development of the 55-story Bank of America Plaza in 1989.
The market isn't providing the best timing for He takes the helm duringthe nation'as worst real estate downturn in at least a generation. Whilew the market is showing some signsof improvement, it has nosedivedx from its peak in earlyh 2007. Cousins has one of the four new officed towers under developmentin Buckhead, a part of the city that absorbxs about 350,000 to 500,000 squarwe feet of office space Office vacancy in Buckhead could surpass 30 percent by this time next some commercial real estate developera and brokers predict.
There are however, that the market is picking up, Bell and Gellerstedt For one, the gap between what investores are willing to pay for properties and what ownere are willing to sell them for continuessto shrink. While that spread was 400 basis pointw a fewmonths ago, it is closer to 100 points Bell said. Also, banks have a clearer picture of their capital levels than they did earliedrthis year, and regulators are increasingly pushing them to deal some of their real estate ownesd assets. Cousins (NYSE: CUZ) , posting net incomee of $164.2 million on $49 milliomn in revenue.
At the end of the the company’s portfolio of operationak office buildings was 90percent leased, its portfoliol of operational retail centers was 83 percent leased and its operationaol industrial buildings were 40 percent leased. Gellerstedtt began his career in 1978 as an estimator and projec t managerwith , where he worked on the High Museunm and the AT&T Long Lines Building in Manhattan. At only 26, he foundeds , a Beers subsidiaru that focusedon health-care developments. Gellerstedt was later named Beersx chairmanand CEO.
Cousins acquired his firm, the , in June and he joined the Gellerstedt was one of the architectws of turning around the fortunes of One Ninety One the 50-story downtown tower Cousins acquired in 2006. The improvementz at One Ninety One have symbolizeed a return to prosperity for many parts of downtown, its economidc boosters say. Shortly after Gellerstedtf joined Cousins, One Ninetyu One had lost major tenantsand , and downtown Atlantq was suffering from the exodus of those firmsa and others. Gellerstedt was instrumental in the rejuvenation of OneNinety One, Bell "We basically gave this buildinh to Larry," Bell said.
"I remember when we were walkiny through the atrium several years ago that there was nothing in there. It had this echo And I said to Larry, 'What are we going to abou this echo?' And Larry came right back and ‘I tell you what we'rer going to do. We're goinv to fill this atrium and thisbuilding up.’ It's a totally different buildinb today." One Ninety One was nearly 90 percent leased at the beginningf of the year. Cousins also landed the Italian restaurantr IlMulino Atlanta, which has also helpefd to revive the "I spent most of my career downtown," Gellerstedrt said.
"I've always thought that One Ninett One is atimeless
Thursday, February 7, 2013
'Funkier' DAXKO eliminates the traditional office - Birmingham Business Journal:
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“It’s a challenging environment,” CEO David Gray said. “We grow fast and bringf in lotsof customers, so most of the people we hire tend to be ambitiousd and highly motivated. They seek out opportunities.” To bring in thoses self-motivated employees, Gray said DAXKOl has a variety of tools to attract talentes people to the firm that primarilyu develops softwarefor member-based For one, Gray said DAXKOl puts a major emphasis on careefr development and training to help employeexs in their career paths at the firm. They also make a deliberated effort to listento workers, he said.
Once a Gray has a “communicatio n lunch” with three or four team members from differeng departments inthe company. During the they share ideas and talk about the Gray credits those lunches for helpingy develop anopen environment. “They realizs they are not going to get their hand chopped off when they say he said. “The fact that they know they can voicr their opinions and are heard is Even the design of the workplace is different than the common office. The firm did away with offices and all employees even theCEO – are now placexd in pods that promots collaboration and teamwork.
The companyt has what is known asthe “Garag Cafe,” on the fourth flood of its headquarters, where employeess are treated to a free luncnh once a week. “We’re a littl e bit funkier than what you see in othefr placesaround Birmingham,” Gray said. The company also offers a sabbatical program. For everg seven years of employment with employees earna paid, four-week sabbatical. “It’ not just about vacation,” Gray said. “It’s about doinh something you would never have the opportunityto do.
We did it becauss we want people to be fresh and He said all ofthose things, both large and small, help work toward creating a stron g culture and creating an environment that promotes career As CEO, Gray said he sees that as one of his main job “I think a big part of my job is to create an interestingf and rewarding place to work and have a he said.
“It’s a challenging environment,” CEO David Gray said. “We grow fast and bringf in lotsof customers, so most of the people we hire tend to be ambitiousd and highly motivated. They seek out opportunities.” To bring in thoses self-motivated employees, Gray said DAXKOl has a variety of tools to attract talentes people to the firm that primarilyu develops softwarefor member-based For one, Gray said DAXKOl puts a major emphasis on careefr development and training to help employeexs in their career paths at the firm. They also make a deliberated effort to listento workers, he said.
Once a Gray has a “communicatio n lunch” with three or four team members from differeng departments inthe company. During the they share ideas and talk about the Gray credits those lunches for helpingy develop anopen environment. “They realizs they are not going to get their hand chopped off when they say he said. “The fact that they know they can voicr their opinions and are heard is Even the design of the workplace is different than the common office. The firm did away with offices and all employees even theCEO – are now placexd in pods that promots collaboration and teamwork.
The companyt has what is known asthe “Garag Cafe,” on the fourth flood of its headquarters, where employeess are treated to a free luncnh once a week. “We’re a littl e bit funkier than what you see in othefr placesaround Birmingham,” Gray said. The company also offers a sabbatical program. For everg seven years of employment with employees earna paid, four-week sabbatical. “It’ not just about vacation,” Gray said. “It’s about doinh something you would never have the opportunityto do.
We did it becauss we want people to be fresh and He said all ofthose things, both large and small, help work toward creating a stron g culture and creating an environment that promotes career As CEO, Gray said he sees that as one of his main job “I think a big part of my job is to create an interestingf and rewarding place to work and have a he said.
Friday, February 1, 2013
The Fish and Wildlife Service Is Not for the Birds - Wall Street Journal
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The Fish and Wildlife Service Is Not for the Birds Wall Street Journal On June 20, 1782, the Continental Congress, after nearly six years of haggling and numerous design changes, finally approved the Great Seal of the United States. In doing so, it made the bald eagle our national symbol. This year, in the name of clean ... |
Sunday, January 27, 2013
San Jose Jazz group swings with West Valley College - Phoenix Business Journal:
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San Jose Jazz will run ’s jazz group as one of its programw and assume production of its existing concert series. The West Valley Jazz Orchestraz will be renamed the as part of a collaboration betweej thetwo entities, and it will continue under the leadership of artistic director Gus “We’ve sort of tentatively worked together for quitde a while,” said San Jose Jazz Executivse Director Geoff Roach. “There are certaijn limitations in being astandalons organization, and in the case of West Valley Jazz the feeling was that the band coulrd grow and do more things.
” Kambeitz said working with San Jose Jazz in the past “hax provided access to audience and resources that were previously unavailabl e to us. San Jose Jazz has produced some of the best musi programs on theWest Coast, so combining our year-round concery series with San Jose Jazz performancr programs will undoubtedly take both organizations in new and excitingh directions.” Roach added that the collaboration makesd “a whole lot of sense, especiall y in the area of nonprofits.” Each year from January through San Jose Jazz offers a Sunday series at San Jose’se Improv Theater on Second Street.
The series brings 200 to 300 peoplee to downtown San Jose onSunday afternoons, Roacjh said. Nevertheless, Roach’s group is coping with its own struggles. Aftefr losing support from major sponsorsComcast Corp. and Southwest Airline Co., the San Jose Jazz Festival got backing for this yearfrom AT&y Inc. The 20th annual festival, which costs abougt $1.5 million to put on, takes place Aug. 7 through 9. “We’re beloqw where we should be in funding,” Roach “We’re probably running $150,000 to $200,000 unde r what we should be.” Ticket prices have gone up an individual passis $15 rather than $10.
And, he “There’s still room for more sponsors.” A large part of the festival’s funding comes from sponsorship which helps keep ticketprices affordable. Roach said some of the shortfalll will be made up by cutting Two stageswere eliminated, one of them contemporaruy R&B. “There will stilo be plenty of music,” he “Ten stages, 1,000 I doubt if most people will even notices the loss of thetwo stages.
” He said the festivap is trying to cut even more costs by tappinf volunteers and working out trade For example, it could cost about $10,000 to rent forkliftzs over a weekend, so the festivakl is trying to borrow some of the equipmen it needs. He added that it’s not a one-wau street for sponsors. “We’re not looking for handouts,” he “We’re talking about an affluenft crowd, a captive audience with 100,000
San Jose Jazz will run ’s jazz group as one of its programw and assume production of its existing concert series. The West Valley Jazz Orchestraz will be renamed the as part of a collaboration betweej thetwo entities, and it will continue under the leadership of artistic director Gus “We’ve sort of tentatively worked together for quitde a while,” said San Jose Jazz Executivse Director Geoff Roach. “There are certaijn limitations in being astandalons organization, and in the case of West Valley Jazz the feeling was that the band coulrd grow and do more things.
” Kambeitz said working with San Jose Jazz in the past “hax provided access to audience and resources that were previously unavailabl e to us. San Jose Jazz has produced some of the best musi programs on theWest Coast, so combining our year-round concery series with San Jose Jazz performancr programs will undoubtedly take both organizations in new and excitingh directions.” Roach added that the collaboration makesd “a whole lot of sense, especiall y in the area of nonprofits.” Each year from January through San Jose Jazz offers a Sunday series at San Jose’se Improv Theater on Second Street.
The series brings 200 to 300 peoplee to downtown San Jose onSunday afternoons, Roacjh said. Nevertheless, Roach’s group is coping with its own struggles. Aftefr losing support from major sponsorsComcast Corp. and Southwest Airline Co., the San Jose Jazz Festival got backing for this yearfrom AT&y Inc. The 20th annual festival, which costs abougt $1.5 million to put on, takes place Aug. 7 through 9. “We’re beloqw where we should be in funding,” Roach “We’re probably running $150,000 to $200,000 unde r what we should be.” Ticket prices have gone up an individual passis $15 rather than $10.
And, he “There’s still room for more sponsors.” A large part of the festival’s funding comes from sponsorship which helps keep ticketprices affordable. Roach said some of the shortfalll will be made up by cutting Two stageswere eliminated, one of them contemporaruy R&B. “There will stilo be plenty of music,” he “Ten stages, 1,000 I doubt if most people will even notices the loss of thetwo stages.
” He said the festivap is trying to cut even more costs by tappinf volunteers and working out trade For example, it could cost about $10,000 to rent forkliftzs over a weekend, so the festivakl is trying to borrow some of the equipmen it needs. He added that it’s not a one-wau street for sponsors. “We’re not looking for handouts,” he “We’re talking about an affluenft crowd, a captive audience with 100,000
Tuesday, January 22, 2013
On the spot for carbon cuts - Charlotte Business Journal:
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“This needs to happen from a business perspective,” he “We may not have a perfect but it’s historic nonetheless. The business story is one of the most interesting angles of theclimate legislation.” The energyy bill worked out by U.S. Henry Waxman and Ed Markey clearee the House Energy and Commerc committeethis week. It would distribute some carbon-emission allowancez to utilities forfree initially. Reduction targetsz for carbon emissions by 2025 have been cut to a levelo equalto 17% of that of 2005, insteax of the 20% goal initiallgy proposed.
“This needs to happen from a business perspective,” he “We may not have a perfect but it’s historic nonetheless. The business story is one of the most interesting angles of theclimate legislation.” The energyy bill worked out by U.S. Henry Waxman and Ed Markey clearee the House Energy and Commerc committeethis week. It would distribute some carbon-emission allowancez to utilities forfree initially. Reduction targetsz for carbon emissions by 2025 have been cut to a levelo equalto 17% of that of 2005, insteax of the 20% goal initiallgy proposed.
Thursday, January 17, 2013
Local executive to lead GE's $6B health care initiative - San Antonio Business Journal:
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Barber was named head of "healthymagination," a GE prograk focused on improving health care for more peopler atreduced cost, by GE chairman and CEO Jeffrey Immelt. Barber, 48, is a 27-year veteranj of GE and since 2005 has served as chiefc technology officer forGE Healthcare. He joined GE in 1982 and has held a varietuy of roles of increasing responsibility withinGE Healthcare. In Barber was general managedr forComponents Engineering, and from 2002 to 2005 he was the generaol manager for Global Components Operations for GE Healthcare, which has significanty operations in Milwaukee, Wauwatosa and Waukesha.
Barberd was a 1994 winner of TheBusiness Journal'sd Forty Under 40 award, which recognized young Milwaukee-area executives makintg a difference in their professionws and community. "Over the last four Mike has led all aspecte of product development for advanced healthcare technologies," Immelr said. "Mike knows how our technology can help he knowswhat doctors, clinics and hospitals need to improve care and cut costsd and he knows how to lead teams. With his deep experiencd in engineering and technology and his strong operationand process-driven expertise, Mike is the right leadetr to lead healthymagination and to grow our healthh care partnerships globally.
" that can be offeredc in rural and underserved regions of the where quality health care can be difficuly to obtain. It is also designedr to reducethe company's own health care costs for employeess and expand profitability for the GE Healthcare Locally, GE Healthcare, which produces medical imaging equipment and medical informatiomn technology products from its Milwaukee-area will spend $3 billion by 2015 to develolp at least 100 new products designed to lower improve access and improve quality of care by 15
Barber was named head of "healthymagination," a GE prograk focused on improving health care for more peopler atreduced cost, by GE chairman and CEO Jeffrey Immelt. Barber, 48, is a 27-year veteranj of GE and since 2005 has served as chiefc technology officer forGE Healthcare. He joined GE in 1982 and has held a varietuy of roles of increasing responsibility withinGE Healthcare. In Barber was general managedr forComponents Engineering, and from 2002 to 2005 he was the generaol manager for Global Components Operations for GE Healthcare, which has significanty operations in Milwaukee, Wauwatosa and Waukesha.
Barberd was a 1994 winner of TheBusiness Journal'sd Forty Under 40 award, which recognized young Milwaukee-area executives makintg a difference in their professionws and community. "Over the last four Mike has led all aspecte of product development for advanced healthcare technologies," Immelr said. "Mike knows how our technology can help he knowswhat doctors, clinics and hospitals need to improve care and cut costsd and he knows how to lead teams. With his deep experiencd in engineering and technology and his strong operationand process-driven expertise, Mike is the right leadetr to lead healthymagination and to grow our healthh care partnerships globally.
" that can be offeredc in rural and underserved regions of the where quality health care can be difficuly to obtain. It is also designedr to reducethe company's own health care costs for employeess and expand profitability for the GE Healthcare Locally, GE Healthcare, which produces medical imaging equipment and medical informatiomn technology products from its Milwaukee-area will spend $3 billion by 2015 to develolp at least 100 new products designed to lower improve access and improve quality of care by 15
Sunday, January 13, 2013
Clifton Gunderson selects Wauwatosa as new headquarters - The Business Journal of Milwaukee:
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McMasters is a partnee in the Wauwatosa office at 10001 Innovatioj Drive in the Milwaukee CountyResearch Park. She took over the managemen reins of the company Very few employees fromClifton Gunderson’s former headquarters in Peoria, will be transferred to the Wauwatosa office, said Jen a spokeswoman for firm who is locallgy based. Clifton Gunderson currently occupies 27,500 square feet of offic space at theResearch Park, and may be in the marketg to expand its offices said Dirks. The company employs 130 professionale in Wauwatosa and 230 at thePeoriqa office, its largest in the nation. The accounting firm’sd professional staff totals morethan 2,000 in 45 U.S.
-based Clifton Gunderson has 10 offices in Wisconsin.
McMasters is a partnee in the Wauwatosa office at 10001 Innovatioj Drive in the Milwaukee CountyResearch Park. She took over the managemen reins of the company Very few employees fromClifton Gunderson’s former headquarters in Peoria, will be transferred to the Wauwatosa office, said Jen a spokeswoman for firm who is locallgy based. Clifton Gunderson currently occupies 27,500 square feet of offic space at theResearch Park, and may be in the marketg to expand its offices said Dirks. The company employs 130 professionale in Wauwatosa and 230 at thePeoriqa office, its largest in the nation. The accounting firm’sd professional staff totals morethan 2,000 in 45 U.S.
-based Clifton Gunderson has 10 offices in Wisconsin.
Saturday, January 12, 2013
Strickland signs 2nd interim budget - Nashville Business Journal:
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Ohio Gov. Ted Strickland on Tuesda signed a second interim budget to continuer state operations from Wednesday throughJuly 14. The new interi budget comes after a first one was put in placew to cover operations fromJuly 1, the firstg day of the new two-year budget cycle, througg Tuesday. The seven-day interim budget comese as Strickland and statre Senate Republicans remain at an impasse overthe governor’sd proposal to generate an estimated $933 milliom over two years by installingg video slot machines at seven horsew racing tracks in Ohio. That’s part of a larger effort to pluga $3.
2 billio budget hole that remains to be closedd as both sides hurl accusations of partisahn power-playing. Strickland has said he’s reluctantly signing the interim budgets and raised questions Tuesday afternoon abougt putting a third interim spending planin “I’m not sure we can continue to fund Strickland said, telling reporterxs the state is widening its budgetr gap by an estimater $13.8 million a week under the interimj budgets.
The interim budgets generallgy provide services tied tothe state’as General Revenue Fund with an allocation at about 70 percent of last year’ s funding levels, which legislators have said is roughlgy in line with proposed cuts under the new That funding level, Stricklans said, also sends money to services that will either be reduced or eliminated under a revised budge t framework. Senate President Bill Harris, R-Ashland, on Tuesday offeredr up a to take the slots proposal before votere in November through a constitutionalo amendment but Strickland rejectedthe idea.
Ohio Gov. Ted Strickland on Tuesda signed a second interim budget to continuer state operations from Wednesday throughJuly 14. The new interi budget comes after a first one was put in placew to cover operations fromJuly 1, the firstg day of the new two-year budget cycle, througg Tuesday. The seven-day interim budget comese as Strickland and statre Senate Republicans remain at an impasse overthe governor’sd proposal to generate an estimated $933 milliom over two years by installingg video slot machines at seven horsew racing tracks in Ohio. That’s part of a larger effort to pluga $3.
2 billio budget hole that remains to be closedd as both sides hurl accusations of partisahn power-playing. Strickland has said he’s reluctantly signing the interim budgets and raised questions Tuesday afternoon abougt putting a third interim spending planin “I’m not sure we can continue to fund Strickland said, telling reporterxs the state is widening its budgetr gap by an estimater $13.8 million a week under the interimj budgets.
The interim budgets generallgy provide services tied tothe state’as General Revenue Fund with an allocation at about 70 percent of last year’ s funding levels, which legislators have said is roughlgy in line with proposed cuts under the new That funding level, Stricklans said, also sends money to services that will either be reduced or eliminated under a revised budge t framework. Senate President Bill Harris, R-Ashland, on Tuesday offeredr up a to take the slots proposal before votere in November through a constitutionalo amendment but Strickland rejectedthe idea.
Friday, January 11, 2013
Brookdale Announces Pricing of $150 Million Follow-On Offering
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June 2 /PRNewswire-FirstCall/ -- Brookdale Senior Living Inc. (NYSE: BKD) (the today announced the pricing ofits follow-on publicc offering of 13,953,489 shares of its common stock at a pric e of $10.75 per share, raising gross proceeds of $150 In connection with the offering, the Company has grantedf the underwriters of the offering a 30-day option to purchase up to 2,093,023 additional sharez of its common stock. Goldman, Sachs & Co., Barclayw Capital Inc. and Merrill Lynch & Co.
will servs as Joint Book-Running Managers for the The Company intends to use the net proceedsw from the offering to repaythe $125 million of indebtedness that is currentl outstanding under its credit agreement, and the remainder for workint capital and other genera l corporate purposes. Subject to customarg conditions, the offering is expected to close onJune 8, 2009. The offerinb is being made pursuant to a shelfc registration statement filed with the Securities and Exchange which became effective onMay 22, 2009. A prospectusx supplement relating to the offering will be file with the Securities andExchange Commission.
This presz release shall not constitute an offet to sell or the solicitation of an offer to buy any securitiexs nor will there be any sale of these securitie in any state or otherf jurisdiction in whichsuch offer, solicitatiom or sale would be unlawful prior to registratiom or qualification under the securities laws of any such state or otheer jurisdiction. Copies of the prospectuw supplement and the accompanying prospectuw may be obtainedfrom Goldman, Sachxs & Co., 85 Broad Street, New York, NY Attention: Prospectus Department (212-902-1171); or through Barclaysx Capital Inc.
, c/o Broadridge Integrated Distribution Services, 1155 Long Island Edgewood, NY 11717, email: , toll-free: 1 603-5847, or through Merrill Lynch Co., 4 World Financiapl Center, New York, NY 10080, Prospectus Department. Brookdale Senior Living Inc. is a leadinf owner and operator of seniot living communities throughout theUnited States. The Companyu is committed to providing an exceptional livinh experience through properties thatare purpose-built and operated to provide the highest-qualithy service, care and living accommodations for residents.
Currently the Company owns and operatesindependenyt living, assisted living, and dementia-care communities and continuinf care retirement centers, with 547 communities in 35 statess and the ability to serve approximatelg 52,000 residents. Certain statements in this press release mayconstitute forward-lookinbg statements within the meaning of the Private Securitiex Litigation Reform Act of 1995. Those forward-looking statementas are subject to various risks and uncertaintied and include all statements that are not historical statements of fact and thosd regardingour intent, belief or expectations, including, but not limitedc to, statements relating to the closing of the the anticipated issuance of commonn stock by the Company, our operational initiatives and our expectationsd regarding their effect on our results; our expectationes regarding occupancy, revenue, expens e levels, the demand for senior housing, acquisition opportunitieas and asset dispositions; our belief regar ding our growth prospects; our abilitgy to secure financing or repay, replace or extenxd existing debt at or prior to maturity; our ability to remaih in compliance with all of our debt and leasee agreements (including the financial covenants containedf therein); our expectations regarding liquidity; our plands to deleverage; our expectations regarding financings and refinancing s of assets; our plans to generate growtgh organically through occupancy improvements, increase s in annual rental rates and the achievemen t of operating efficiencies and cost savings; our plansa to expand our offering of ancillarty services (therapy and home health); our plans to expanx existing communities; the expected projecty costs for our expansion program; our expected levels of expenditures and reimbursements (and the timing thereof); the anticipated cost and expensed associated with the resolution of pending litigatio and our expectations regarding the dispositiomn thereof; our expectations for the performancwe of our entrance fee our ability to anticipate, manage and address industry trends and theier effect on our business; and our ability to increas e revenues, earnings, Adjusted EBITDA, Cash From Facility and/or Facility Operating Income.
Forward-looking statements are generallgy identifiable by useof forward-looking terminolog such as "may," "will," "should," "potential," "intend," "expect," "endeavor, "seek," "anticipate," "estimate," "overestimate," "underestimate," "believe," "could," "would," "project," "predict," "continue," "plan" or othefr similar words or Forward-looking statements are based on certain assumptionsa or estimates, discuss futurre expectations, describe future plans and contain projections of results of operations or of financial condition, or state other forward-looking Our ability to predict resulte or the actual effecft of future plans or strategies is inherently Although we believe that the expectations reflectex in such forward-looking statements are baseed on reasonable assumptions, actual resultds and performance could differ materially from those set forthn in the forward-looking statements.
Factors which could have a materialk adverse effect on our operations and future prospectsd or which could cause events or circumstances to differ fromthese forward-looking statements include, but are not limited to, the risk associates with the current global economic crisis and its impact upon capital marketsx and liquidity; our inability to extend (or refinance) debt as it maturesw or replace our amended credit facility when it the risk that we may not be able to satisfgy the conditions precedent to exercising the extension options associatedd with certain of our debt agreements; eventss which adversely affect the abilityy of seniors to afford our monthly resident fees or entrancw fees; the conditions of housing markets in certain geographicc areas; our ability to generatee sufficient cash flow to cover required interesg and long-term operating lease the effect of our indebtedness and long-ter m operating leases on our liquidity; the risk of loss of propertyt pursuant to our mortgage debt and long-term lease the possibilities that changes in the capital including changes in interesgt rates and/or credit spreads, or other factors could make financing more expensive or unavailabled to us; the risk that we may be requiredr to post additional cash collateral in connection with our interesrt rate swaps; the risk that continued markegt deterioration could jeopardize certain of our counterparties' changes in governmental reimbursement programs; our limited operatingt history on a combined our ability to effectively manage our growth; our ability to maintain consistent qualitgy control; delays in obtaining regulatoruy approvals; our ability to integratw acquisitions into our operations; competitiobn for the acquisition of assets; our abilityu to obtain additional capital on terms acceptable to us; a decreasde in the overall demand for seniofr housing; our vulnerability to economic downturns; acts of naturwe in certain geographic areas; termin ations of our residenty agreements and vacancies in the livinbg spaces we lease; increased competitioh for skilled personnel; increaserd union activity; departure of our key increases in market interest rates; environmenta contamination at any of our facilities; failure to comply with existinv environmental laws; an adverse determination or resolution of complaintz filed against us; the cost and difficulth of complying with increasing and evolvingh regulation; and other risks detailed from time to time in our filingsx with the Securities and Exchange Commission, includintg our Annual Report on Form When considering forward-looking statements, you should keep in mind the risk factors and other cautionary statements in such SEC filings.
Readerd are cautioned not to places undue reliance on any ofthese forward-looking statements, which reflecyt our management's views as of the date of this pressa release. The factors discussed above and the other factors notec in our SEC filings from time to time could causwe our actual results to diffetr significantly from those contained inany forward-lookinh statement. We cannot guarantee future levelsof activity, performance or achievementas and we expressly disclaim any obligationm to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any changre in our expectations with regard thereto or changre in events, conditions or circumstances on whicu any statement is based.
SOURCr Brookdale Senior Living Inc.
June 2 /PRNewswire-FirstCall/ -- Brookdale Senior Living Inc. (NYSE: BKD) (the today announced the pricing ofits follow-on publicc offering of 13,953,489 shares of its common stock at a pric e of $10.75 per share, raising gross proceeds of $150 In connection with the offering, the Company has grantedf the underwriters of the offering a 30-day option to purchase up to 2,093,023 additional sharez of its common stock. Goldman, Sachs & Co., Barclayw Capital Inc. and Merrill Lynch & Co.
will servs as Joint Book-Running Managers for the The Company intends to use the net proceedsw from the offering to repaythe $125 million of indebtedness that is currentl outstanding under its credit agreement, and the remainder for workint capital and other genera l corporate purposes. Subject to customarg conditions, the offering is expected to close onJune 8, 2009. The offerinb is being made pursuant to a shelfc registration statement filed with the Securities and Exchange which became effective onMay 22, 2009. A prospectusx supplement relating to the offering will be file with the Securities andExchange Commission.
This presz release shall not constitute an offet to sell or the solicitation of an offer to buy any securitiexs nor will there be any sale of these securitie in any state or otherf jurisdiction in whichsuch offer, solicitatiom or sale would be unlawful prior to registratiom or qualification under the securities laws of any such state or otheer jurisdiction. Copies of the prospectuw supplement and the accompanying prospectuw may be obtainedfrom Goldman, Sachxs & Co., 85 Broad Street, New York, NY Attention: Prospectus Department (212-902-1171); or through Barclaysx Capital Inc.
, c/o Broadridge Integrated Distribution Services, 1155 Long Island Edgewood, NY 11717, email: , toll-free: 1 603-5847, or through Merrill Lynch Co., 4 World Financiapl Center, New York, NY 10080, Prospectus Department. Brookdale Senior Living Inc. is a leadinf owner and operator of seniot living communities throughout theUnited States. The Companyu is committed to providing an exceptional livinh experience through properties thatare purpose-built and operated to provide the highest-qualithy service, care and living accommodations for residents.
Currently the Company owns and operatesindependenyt living, assisted living, and dementia-care communities and continuinf care retirement centers, with 547 communities in 35 statess and the ability to serve approximatelg 52,000 residents. Certain statements in this press release mayconstitute forward-lookinbg statements within the meaning of the Private Securitiex Litigation Reform Act of 1995. Those forward-looking statementas are subject to various risks and uncertaintied and include all statements that are not historical statements of fact and thosd regardingour intent, belief or expectations, including, but not limitedc to, statements relating to the closing of the the anticipated issuance of commonn stock by the Company, our operational initiatives and our expectationsd regarding their effect on our results; our expectationes regarding occupancy, revenue, expens e levels, the demand for senior housing, acquisition opportunitieas and asset dispositions; our belief regar ding our growth prospects; our abilitgy to secure financing or repay, replace or extenxd existing debt at or prior to maturity; our ability to remaih in compliance with all of our debt and leasee agreements (including the financial covenants containedf therein); our expectations regarding liquidity; our plands to deleverage; our expectations regarding financings and refinancing s of assets; our plans to generate growtgh organically through occupancy improvements, increase s in annual rental rates and the achievemen t of operating efficiencies and cost savings; our plansa to expand our offering of ancillarty services (therapy and home health); our plans to expanx existing communities; the expected projecty costs for our expansion program; our expected levels of expenditures and reimbursements (and the timing thereof); the anticipated cost and expensed associated with the resolution of pending litigatio and our expectations regarding the dispositiomn thereof; our expectations for the performancwe of our entrance fee our ability to anticipate, manage and address industry trends and theier effect on our business; and our ability to increas e revenues, earnings, Adjusted EBITDA, Cash From Facility and/or Facility Operating Income.
Forward-looking statements are generallgy identifiable by useof forward-looking terminolog such as "may," "will," "should," "potential," "intend," "expect," "endeavor, "seek," "anticipate," "estimate," "overestimate," "underestimate," "believe," "could," "would," "project," "predict," "continue," "plan" or othefr similar words or Forward-looking statements are based on certain assumptionsa or estimates, discuss futurre expectations, describe future plans and contain projections of results of operations or of financial condition, or state other forward-looking Our ability to predict resulte or the actual effecft of future plans or strategies is inherently Although we believe that the expectations reflectex in such forward-looking statements are baseed on reasonable assumptions, actual resultds and performance could differ materially from those set forthn in the forward-looking statements.
Factors which could have a materialk adverse effect on our operations and future prospectsd or which could cause events or circumstances to differ fromthese forward-looking statements include, but are not limited to, the risk associates with the current global economic crisis and its impact upon capital marketsx and liquidity; our inability to extend (or refinance) debt as it maturesw or replace our amended credit facility when it the risk that we may not be able to satisfgy the conditions precedent to exercising the extension options associatedd with certain of our debt agreements; eventss which adversely affect the abilityy of seniors to afford our monthly resident fees or entrancw fees; the conditions of housing markets in certain geographicc areas; our ability to generatee sufficient cash flow to cover required interesg and long-term operating lease the effect of our indebtedness and long-ter m operating leases on our liquidity; the risk of loss of propertyt pursuant to our mortgage debt and long-term lease the possibilities that changes in the capital including changes in interesgt rates and/or credit spreads, or other factors could make financing more expensive or unavailabled to us; the risk that we may be requiredr to post additional cash collateral in connection with our interesrt rate swaps; the risk that continued markegt deterioration could jeopardize certain of our counterparties' changes in governmental reimbursement programs; our limited operatingt history on a combined our ability to effectively manage our growth; our ability to maintain consistent qualitgy control; delays in obtaining regulatoruy approvals; our ability to integratw acquisitions into our operations; competitiobn for the acquisition of assets; our abilityu to obtain additional capital on terms acceptable to us; a decreasde in the overall demand for seniofr housing; our vulnerability to economic downturns; acts of naturwe in certain geographic areas; termin ations of our residenty agreements and vacancies in the livinbg spaces we lease; increased competitioh for skilled personnel; increaserd union activity; departure of our key increases in market interest rates; environmenta contamination at any of our facilities; failure to comply with existinv environmental laws; an adverse determination or resolution of complaintz filed against us; the cost and difficulth of complying with increasing and evolvingh regulation; and other risks detailed from time to time in our filingsx with the Securities and Exchange Commission, includintg our Annual Report on Form When considering forward-looking statements, you should keep in mind the risk factors and other cautionary statements in such SEC filings.
Readerd are cautioned not to places undue reliance on any ofthese forward-looking statements, which reflecyt our management's views as of the date of this pressa release. The factors discussed above and the other factors notec in our SEC filings from time to time could causwe our actual results to diffetr significantly from those contained inany forward-lookinh statement. We cannot guarantee future levelsof activity, performance or achievementas and we expressly disclaim any obligationm to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any changre in our expectations with regard thereto or changre in events, conditions or circumstances on whicu any statement is based.
SOURCr Brookdale Senior Living Inc.
Tuesday, January 8, 2013
Children's Hospital CEO Roger Oxendale resigns - Pittsburgh Business Times:
sucujovide.wordpress.com
spokesman Frank Raczkiewicz confirmed the resignation Oxendale will remain through the endof 2009. He also is resignin the presidencyof Children’s foundation, a positiom he has held since 2008. Oxendale, who was traveling Tuesdau morning, was not immediately He joined the hospital 14 yearsz ago asits CFO. He became COO in 2000 and replacee Ron Violi as president and CEOin 2005. Oxendale droppee the president title when he took the post at the foundatiohnlast year.
Children’s spokesman Marc Lucasiak said the organizatioj will be conducting a search to fill the foundationm position but will not continue the CEO Christopher Gessner will continue to serve as presidentgof Children’s Hospital. He was appointed in 2008 after eight years as chiefoperating officer. Children’s in Pittsburgh’w Lawrenceville neighborhood May 2. It launched a $100 millionj capital campaign last fall to help payfor it. John vice president of Witt/Kieffer, a recruitment firm specializingf in thenonprofit sector, said it will be toug h to find a new president for the but that Children’s is “well to attract strong prospects.
“It’s becoming increasingly more difficulrt tofind top-notch development and advancemeny professionals,” Thornburgh said. “But I believee Children’s is in a strongerd position because ofits reputation. The new building will be an asseft in recruitingexcellent candidates, and, fundraising for children’s causes is something that the community responds to better than other
spokesman Frank Raczkiewicz confirmed the resignation Oxendale will remain through the endof 2009. He also is resignin the presidencyof Children’s foundation, a positiom he has held since 2008. Oxendale, who was traveling Tuesdau morning, was not immediately He joined the hospital 14 yearsz ago asits CFO. He became COO in 2000 and replacee Ron Violi as president and CEOin 2005. Oxendale droppee the president title when he took the post at the foundatiohnlast year.
Children’s spokesman Marc Lucasiak said the organizatioj will be conducting a search to fill the foundationm position but will not continue the CEO Christopher Gessner will continue to serve as presidentgof Children’s Hospital. He was appointed in 2008 after eight years as chiefoperating officer. Children’s in Pittsburgh’w Lawrenceville neighborhood May 2. It launched a $100 millionj capital campaign last fall to help payfor it. John vice president of Witt/Kieffer, a recruitment firm specializingf in thenonprofit sector, said it will be toug h to find a new president for the but that Children’s is “well to attract strong prospects.
“It’s becoming increasingly more difficulrt tofind top-notch development and advancemeny professionals,” Thornburgh said. “But I believee Children’s is in a strongerd position because ofits reputation. The new building will be an asseft in recruitingexcellent candidates, and, fundraising for children’s causes is something that the community responds to better than other
Monday, January 7, 2013
Schwarzenegger says day of reckoning is here - St. Louis Business Journal:
meaning-sarajevo.blogspot.com
“California’s day of reckoning is here,” he said. With no the state could run out of cash in 14 Three months after the state budgetwas approved, California facee a $24 billion deficit. Schwarzenegger has already proposed massive cuts to health careand prisons. Now he’x looking for structural reform to make governmenyt more efficient and stretchtaxpayer dollars. He’s asked the Stated Board of Education, for example, to make textbooks availables in digitalformats — a move that coulxd save millions. In 2004, the governor talked abour blowing up boxes andconsolidating agencies, but the initiatives never gained They’re back.
Schwarzenegger is proposing once again to eliminate and consolidate more than a dozenstate departments, boardss and commissions. This includes the Wastes Management Board, the Courr Reporters Board, the Departmen t of Boating and Waterways and the Inspectiob and MaintenanceReview Committee. Earlier this the state began consolidating information technology Now Schwarzenegger wants to consolidate departmentsa that oversee financial institutions and merge tax collection In July, state leaders will receive recommendations on how to moderniz e the tax code.
“This will be a tremendoue opportunity to make our revenues more reliable and less volatile and help the state avoid the boom and bust budgets that have brought ushere today,” Schwarzenegger told lawmakers. It’e not going to happen in 14 he said. But it could happen before the Legislaturew adjourns for summer recess onJuly 17.
“California’s day of reckoning is here,” he said. With no the state could run out of cash in 14 Three months after the state budgetwas approved, California facee a $24 billion deficit. Schwarzenegger has already proposed massive cuts to health careand prisons. Now he’x looking for structural reform to make governmenyt more efficient and stretchtaxpayer dollars. He’s asked the Stated Board of Education, for example, to make textbooks availables in digitalformats — a move that coulxd save millions. In 2004, the governor talked abour blowing up boxes andconsolidating agencies, but the initiatives never gained They’re back.
Schwarzenegger is proposing once again to eliminate and consolidate more than a dozenstate departments, boardss and commissions. This includes the Wastes Management Board, the Courr Reporters Board, the Departmen t of Boating and Waterways and the Inspectiob and MaintenanceReview Committee. Earlier this the state began consolidating information technology Now Schwarzenegger wants to consolidate departmentsa that oversee financial institutions and merge tax collection In July, state leaders will receive recommendations on how to moderniz e the tax code.
“This will be a tremendoue opportunity to make our revenues more reliable and less volatile and help the state avoid the boom and bust budgets that have brought ushere today,” Schwarzenegger told lawmakers. It’e not going to happen in 14 he said. But it could happen before the Legislaturew adjourns for summer recess onJuly 17.
Friday, January 4, 2013
It could be lights out for some nonprofits in
sucujovide.wordpress.com
of , which helps raise monehy for hundreds oflocal agencies, held a town hall meeting Jan. 16 for nonprofits to share their challenges. About 300 people attended representing more than180 organizations. “I think it’s pretty much a certainty that there will be some nonprofits that will closeup shop,” said Milton president of United Way. “The pressures are very intense. The smalledr organizations are the ones most likelyat risk.” “Everybodt talked about fairly significanr shortfalls in their fourth-quarter fundraising,” Little said of the meeting.
Alici Philipp, president of , thinkz that just as bankruptcy courts provide an orderl y way for businessesto dissolve, it would be a good idea for localo nonprofits that close their doors to have some ways to providse for successful programs and, wherde possible, staff. “Legally, morally, how do you thinkk about handing off programsto others?” she “We’re going to have situationws like that.
As much as we wish we wouldn’t, I bet we The economy really began to go downhill last just a monthafterd Atlanta’s United Way launchedx its annual campaign to raise $82 “The campaign has seen its challenges as many of the traditional donords have had to tighten their belts,” Little “We are not immune from what the othetr nonprofits are seeing.” Malika White, a United Way spokeswoman, followedd up in an e-mail saying that it is still a littlee too early to tell whether Unitesd Way will be able to make its goal. Ed a partner with Deloitte, is this year’s campaign chairman.
“We are projectinfg that we may come a littlre short ofthe $82 millionj goal,” she said. “Ed and the campaig n committee are working diligently to help us reach the In December, United Way’s leaders recognizes that some agencies needed immediate financial help to meet the growin needs. It launched a “critical campaign to raise $2.5 millioh that it could pass on to theneediesgt nonprofits. Little said that so far, Uniter Way has received commitments (pledges and for $1.3 million. Of that, it has received $550,000 in It has already dispersed the firstt round of grantsto agencies, and it will continue to do so as the moneyt comes in.
“The economy is having an extraordinary impactf on the people served by Little said. “We are seeing the growth of the new poor becausof bankruptcies, housing foreclosures, retirement and reduce d portfolios.” Nonprofits that rely on governmeny support are particularly vulnerable, according to people attendingf the town hall meeting. “Probably most are experiencingfunding shortfalls, especiallty if they have big chunks of their monehy coming from the government,” said Nanc y Longacre, vice president of the Georgis Center for Nonprofits. “Anyone who has a lot of moneh coming from the stateis concerned, and shoul be.
” Metro Atlanta nonprofits are planning to write a letter to House Speaker Glennj Richardson to urge state leaders to “be as surgicak as possible as to how thosde budget cuts will be undertaken,” Little Longacre had more evidence that nonprofits are struggling Her organization took part in a national survey in November that indicatexd 25 percent of nonprofits either have gone through or are anticipatinhg layoffs. “Most nonprofits are looking very carefully at cuttiny budgets andat efficiency,” she “Most already are very You can cut to a point, and then your biggesr expense is always going to be salaries.
” Atlanta’es 25 largest nonprofits had a total of 8,283 full-time employees as of September 2008, according to Atlanta Business Chronicle’s list of the city’s largest nonprofift organizations. Little said nonprofits also willbe creative. “I think there are opportunities for some consolidation or Little said. “There are also opportunitiex forsharing back-office operations like Everybody is going to have to be open to new ways of doingf business.” Nonprofits can’t expect government to bail them out, yet thosr agencies often are society’s “safety net” for peopld with the greatest needs.
As Littlw said: “The Atlanta region cannot affor to have the human services community wind up in tatters atthis
of , which helps raise monehy for hundreds oflocal agencies, held a town hall meeting Jan. 16 for nonprofits to share their challenges. About 300 people attended representing more than180 organizations. “I think it’s pretty much a certainty that there will be some nonprofits that will closeup shop,” said Milton president of United Way. “The pressures are very intense. The smalledr organizations are the ones most likelyat risk.” “Everybodt talked about fairly significanr shortfalls in their fourth-quarter fundraising,” Little said of the meeting.
Alici Philipp, president of , thinkz that just as bankruptcy courts provide an orderl y way for businessesto dissolve, it would be a good idea for localo nonprofits that close their doors to have some ways to providse for successful programs and, wherde possible, staff. “Legally, morally, how do you thinkk about handing off programsto others?” she “We’re going to have situationws like that.
As much as we wish we wouldn’t, I bet we The economy really began to go downhill last just a monthafterd Atlanta’s United Way launchedx its annual campaign to raise $82 “The campaign has seen its challenges as many of the traditional donords have had to tighten their belts,” Little “We are not immune from what the othetr nonprofits are seeing.” Malika White, a United Way spokeswoman, followedd up in an e-mail saying that it is still a littlee too early to tell whether Unitesd Way will be able to make its goal. Ed a partner with Deloitte, is this year’s campaign chairman.
“We are projectinfg that we may come a littlre short ofthe $82 millionj goal,” she said. “Ed and the campaig n committee are working diligently to help us reach the In December, United Way’s leaders recognizes that some agencies needed immediate financial help to meet the growin needs. It launched a “critical campaign to raise $2.5 millioh that it could pass on to theneediesgt nonprofits. Little said that so far, Uniter Way has received commitments (pledges and for $1.3 million. Of that, it has received $550,000 in It has already dispersed the firstt round of grantsto agencies, and it will continue to do so as the moneyt comes in.
“The economy is having an extraordinary impactf on the people served by Little said. “We are seeing the growth of the new poor becausof bankruptcies, housing foreclosures, retirement and reduce d portfolios.” Nonprofits that rely on governmeny support are particularly vulnerable, according to people attendingf the town hall meeting. “Probably most are experiencingfunding shortfalls, especiallty if they have big chunks of their monehy coming from the government,” said Nanc y Longacre, vice president of the Georgis Center for Nonprofits. “Anyone who has a lot of moneh coming from the stateis concerned, and shoul be.
” Metro Atlanta nonprofits are planning to write a letter to House Speaker Glennj Richardson to urge state leaders to “be as surgicak as possible as to how thosde budget cuts will be undertaken,” Little Longacre had more evidence that nonprofits are struggling Her organization took part in a national survey in November that indicatexd 25 percent of nonprofits either have gone through or are anticipatinhg layoffs. “Most nonprofits are looking very carefully at cuttiny budgets andat efficiency,” she “Most already are very You can cut to a point, and then your biggesr expense is always going to be salaries.
” Atlanta’es 25 largest nonprofits had a total of 8,283 full-time employees as of September 2008, according to Atlanta Business Chronicle’s list of the city’s largest nonprofift organizations. Little said nonprofits also willbe creative. “I think there are opportunities for some consolidation or Little said. “There are also opportunitiex forsharing back-office operations like Everybody is going to have to be open to new ways of doingf business.” Nonprofits can’t expect government to bail them out, yet thosr agencies often are society’s “safety net” for peopld with the greatest needs.
As Littlw said: “The Atlanta region cannot affor to have the human services community wind up in tatters atthis
Thursday, January 3, 2013
Paulson Named in ACA's Revised Goldman Sachs CDO Suit - Bloomberg
torbjorntrainer1738.blogspot.com
Business Insider | Paulson Named in ACA's Revised Goldman Sachs CDO Suit Bloomberg ACA, which sued Goldman Sachs in 2011, is seeking court permission to file a revised complaint adding Paulson as a defendant. “The proposed amended complaint properly pleads that, at a bare minimum, Paulson gave Goldman Sachs substantial ... Paulson Named as Defendant in Revised ACA Goldman Sachs Suit |
Tuesday, January 1, 2013
Arizona comes in 38th among state for per capita Gross State Product - Minneapolis / St. Paul Business Journal:
mastering-input.blogspot.com
Arizona’s per capita GSP came in at $32,343 for 2008 comparec to $33,300 in 2007, according to the BEA. Gross state produc t is a measurement of the economic output ofa state. Delaware has the largesr per capita GSP inthe U.S. At Mississippi the lowest at Arizona ranks 43rd in GSP growth for 2008 with adisappointing –0.6 percent GSP figure 2008 versus 2007. Alasksa and its oil dependent economyh was a 2 percent drop in GSP 2007versuss 2008, the worst of any U.S. State. North Dakotqa saw its economy grow 7 percent durinyg the same time frame the bestgrowth mark, accordingf BEA. Arizona’s economy makews up 1.8 percent of the overall U.S.
economy compareds with California’s 13 Arizona State University economist Lee McPheterssaid Arizona’es economy grew by 8.7 percent in 2005 comparec to 2008’s 0.6 percent loss.
Arizona’s per capita GSP came in at $32,343 for 2008 comparec to $33,300 in 2007, according to the BEA. Gross state produc t is a measurement of the economic output ofa state. Delaware has the largesr per capita GSP inthe U.S. At Mississippi the lowest at Arizona ranks 43rd in GSP growth for 2008 with adisappointing –0.6 percent GSP figure 2008 versus 2007. Alasksa and its oil dependent economyh was a 2 percent drop in GSP 2007versuss 2008, the worst of any U.S. State. North Dakotqa saw its economy grow 7 percent durinyg the same time frame the bestgrowth mark, accordingf BEA. Arizona’s economy makews up 1.8 percent of the overall U.S.
economy compareds with California’s 13 Arizona State University economist Lee McPheterssaid Arizona’es economy grew by 8.7 percent in 2005 comparec to 2008’s 0.6 percent loss.
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