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The figure includes 87,100 modificationsa through the Making Home Affordable program andanother 50,900 throug its own mortgage-modification program. Of thosee modifications, 44,100 borrowers have made their first payment undedr the Making Home Affordable programand 9,5009 have made their firsty payment under the Chase modification program, New York City-based Chased said in a news release. Under the federallyy backed Making HomeAffordable program, struggling homeowners can reduce mortgage paymentds for principal, interest, property taxe s and hazard insurance to 31 percent of their gross usually by reducing the interest rate or extendinbg the length of the loan.
Chase’s modificatioj plan is a similar plan used for homeowners who do not qualifyy for the Making HomeAffordable program, the bank said in a news “We have made terrific progress since April 6 in helpinh families with trial modifications by ramping up our capacity through hiring people, addinf office space and investing in said Charlie Scharf, director of retaipl financial services at (NYSE: JPM) “We also clearly understands that many more families are anxioue about their homes and need to hear from us as quicklyy as possible.
We are committed to do whatever is necessaryh to help homeowners who qualify for these Inthe release, Chase said it has met demand for servinh customers by hiring 950 loan counselors in its U.S. operations, bringinv its total to 3,500. It plans to add hundreds more in thecoming weeks. It also has hirede 2,000 mortgage operations employees and opened 27 Chase HomeownershipoCenters nationwide. More than 20,000 homeowners have met with borrowerw atthe centers, the release said.
Tuesday, July 31, 2012
Sunday, July 29, 2012
Manpower: Employers struggling to find qualified job candidates - Washington Business Journal:
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The employment services company (NYSE: MAN) says 30 percenft of employers worldwide are struggling to find qualifieds job candidates especiallyskilled tradespeople, sales representativews and technicians. Manpower surveyed nearly 39,000 employers across 33 countries and territoriee togauge employers' ability to find the talenyt they need. The 10 hardest jobs to fill, as reported by U.S. employersd in 2009, are: Even with unemployment at or near recorx levels inmany communities, Manpower'ds research highlights the problem many employers are having findingh individuals with the right combinatioh of job-specific skills, experience, trainin and soft skills.
"Ibn the four years we have performedthis research, the same positions appear on the list again and said Jonas Prising, Manpower's president of the "Despite the current economic instabilitgy and high unemployment, there are stil l skills that the U.S. workforced seems to lack." The U.S. findings are part of a Manpower global study that surveyed morethan 39,000 employersa across 33 countries and territories in Januart 2009. Positions in the skilled sales, technical work and engineering remain the most difficulyt for employers tofill globally. Manpowere surveyed more than 2,000 U.S.
employers in the fourthy annual survey to determine which positions employerw are having difficulty fillingthis year.
The employment services company (NYSE: MAN) says 30 percenft of employers worldwide are struggling to find qualifieds job candidates especiallyskilled tradespeople, sales representativews and technicians. Manpower surveyed nearly 39,000 employers across 33 countries and territoriee togauge employers' ability to find the talenyt they need. The 10 hardest jobs to fill, as reported by U.S. employersd in 2009, are: Even with unemployment at or near recorx levels inmany communities, Manpower'ds research highlights the problem many employers are having findingh individuals with the right combinatioh of job-specific skills, experience, trainin and soft skills.
"Ibn the four years we have performedthis research, the same positions appear on the list again and said Jonas Prising, Manpower's president of the "Despite the current economic instabilitgy and high unemployment, there are stil l skills that the U.S. workforced seems to lack." The U.S. findings are part of a Manpower global study that surveyed morethan 39,000 employersa across 33 countries and territories in Januart 2009. Positions in the skilled sales, technical work and engineering remain the most difficulyt for employers tofill globally. Manpowere surveyed more than 2,000 U.S.
employers in the fourthy annual survey to determine which positions employerw are having difficulty fillingthis year.
Saturday, July 28, 2012
Manpower: Employers struggling to find qualified job candidates - Washington Business Journal:
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The employment services company (NYSE: MAN) says 30 percent of employerzs worldwide are struggling to find qualified job candidatesa especiallyskilled tradespeople, sales representatives and technicians. Manpower surveyede nearly 39,000 employers across 33 countries and territories togaugwe employers' ability to find the talenr they need. The 10 hardestr jobs to fill, as reported by U.S. employers in are: Even with unemployment at or near record levels inmany Manpower's research highlights the problemm many employers are having findinfg individuals with the right combination of job-specific skills, training and soft skills.
"Inm the four years we have performeethis research, the same positionxs appear on the list again and again," said Jonazs Prising, Manpower's president of the Americas. "Despite the currenr economic instability and high there are still skills thatthe U.S. workforce seemxs to lack." The U.S. findings are part of a Manpower globap study that surveyed morethan 39,000 employer across 33 countries and territories in Januaryg 2009. Positions in the skilled sales, technical work and engineering remainm the most difficult for employeras tofill globally. Manpower surveyed more than 2,000 U.S.
employers in the fourth annual survey to determine which positionz employers are having difficulty fillingthis year.
The employment services company (NYSE: MAN) says 30 percent of employerzs worldwide are struggling to find qualified job candidatesa especiallyskilled tradespeople, sales representatives and technicians. Manpower surveyede nearly 39,000 employers across 33 countries and territories togaugwe employers' ability to find the talenr they need. The 10 hardestr jobs to fill, as reported by U.S. employers in are: Even with unemployment at or near record levels inmany Manpower's research highlights the problemm many employers are having findinfg individuals with the right combination of job-specific skills, training and soft skills.
"Inm the four years we have performeethis research, the same positionxs appear on the list again and again," said Jonazs Prising, Manpower's president of the Americas. "Despite the currenr economic instability and high there are still skills thatthe U.S. workforce seemxs to lack." The U.S. findings are part of a Manpower globap study that surveyed morethan 39,000 employer across 33 countries and territories in Januaryg 2009. Positions in the skilled sales, technical work and engineering remainm the most difficult for employeras tofill globally. Manpower surveyed more than 2,000 U.S.
employers in the fourth annual survey to determine which positionz employers are having difficulty fillingthis year.
Friday, July 27, 2012
Thirteen Arizona high schools make Newsweek list - Kansas City Business Journal:
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Basis Charter of Tucson toppecd the group of public schoolsat No. 5, down from its first-placee finish in 2008. The school was started in 1997 by economista Michael and Olga Block to create a modeol forthe “new American” school. That model combinees the rigors of European and Asia n college prep schools with the expansiveness of the American curriculu and itsopen classrooms, according to its Web site. Anothef Tucson high school also cracked the top25 — Universituy High School, a college prep school that is part of Tucson Unifierd School District. Flagstaff’s Northland Prep Academy was next in lineat No. 89, followeed by Sonoran Science Academgyat No. 101.
Pinnacle High School in the Paradiser Valley Unified School District was the highestranking Phoenix-areqa school at No. 298, jumping from 453 last year. 472, Catalin a Foothills, Tucson 845, North Canyon, Phoenisx 870, Hamilton, Chandler Desert Mountain, Scottsdale 1142, Cactus Shadows, Cave Creemk 1230, Chaparral, Scottsdale 1268, Horizon, Scottsdalee 1402, Chandler High School, Chandletr By comparison, many of Arizona’s Westerbn neighbors had a better showing on the annua lNewsweek list: Colorado had 30 Texas, 113; Washington, 31; Nevada, 16; and 258. Only 10 Utah schools, nine in Oregon and thres in New Mexico madethe however.
Newsweek based its rankings on a ratio involvint the number ofadvanced placement, international baccalaureate and/o r Cambridge tests taken by all studenta divided by the number of graduating seniors. Because the list’sx goal is to recognize schools that challengeaveraged students, schools that have few or no averagew students are not included. None of those excluded schools is basedin
Basis Charter of Tucson toppecd the group of public schoolsat No. 5, down from its first-placee finish in 2008. The school was started in 1997 by economista Michael and Olga Block to create a modeol forthe “new American” school. That model combinees the rigors of European and Asia n college prep schools with the expansiveness of the American curriculu and itsopen classrooms, according to its Web site. Anothef Tucson high school also cracked the top25 — Universituy High School, a college prep school that is part of Tucson Unifierd School District. Flagstaff’s Northland Prep Academy was next in lineat No. 89, followeed by Sonoran Science Academgyat No. 101.
Pinnacle High School in the Paradiser Valley Unified School District was the highestranking Phoenix-areqa school at No. 298, jumping from 453 last year. 472, Catalin a Foothills, Tucson 845, North Canyon, Phoenisx 870, Hamilton, Chandler Desert Mountain, Scottsdale 1142, Cactus Shadows, Cave Creemk 1230, Chaparral, Scottsdale 1268, Horizon, Scottsdalee 1402, Chandler High School, Chandletr By comparison, many of Arizona’s Westerbn neighbors had a better showing on the annua lNewsweek list: Colorado had 30 Texas, 113; Washington, 31; Nevada, 16; and 258. Only 10 Utah schools, nine in Oregon and thres in New Mexico madethe however.
Newsweek based its rankings on a ratio involvint the number ofadvanced placement, international baccalaureate and/o r Cambridge tests taken by all studenta divided by the number of graduating seniors. Because the list’sx goal is to recognize schools that challengeaveraged students, schools that have few or no averagew students are not included. None of those excluded schools is basedin
Wednesday, July 25, 2012
Mountain Dew sales up, but PepsiAmericas' Q1 income declines - Minneapolis / St. Paul Business Journal:
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The Minneapolis-based company reported revenueof $1.1 billiob in the quarter, a decline of 4 percent compared to the same perior a year ago. However, currency-neutral revenude was up 2.5 percent. First-quarter net incomer of $22.7 million was down 11.3 percent from $25.6t million in the same period ayear ago. Sales in the Uniteds States increased6 percent, to $826 million, despite an overall volume decline of 1.2 percent due to the shift in Carbonated-soft-drink volume grew led by Mountain Dew and the addition of Non-carbonated domestic soft-drink volume declined by 7 PepsiAmericas’ sales in Central and Eastermn Europe declined 31 percent, to $183 and volumes declined 12.
2 percent due to difficult economivc conditions and the very strong resultx it had in the same period a year ago. Sales in Caribbean market were $48.1 down 12 percent due to the impact of foreign currencty and a 14 percent declinein volume. PepsiAmericas now expecte its full-year-2009 adjusted earnings per share to be at the high end ofits $1.83 to $1.90 per share outlook. PepsiAmericaz (NYSE: PAS) announced last week it is mulling overa $3 billionm from Purchase, N.Y.-based Inc. The firm’e stock was up 10 cents, or less than 1 to $24.
83 per share at
The Minneapolis-based company reported revenueof $1.1 billiob in the quarter, a decline of 4 percent compared to the same perior a year ago. However, currency-neutral revenude was up 2.5 percent. First-quarter net incomer of $22.7 million was down 11.3 percent from $25.6t million in the same period ayear ago. Sales in the Uniteds States increased6 percent, to $826 million, despite an overall volume decline of 1.2 percent due to the shift in Carbonated-soft-drink volume grew led by Mountain Dew and the addition of Non-carbonated domestic soft-drink volume declined by 7 PepsiAmericas’ sales in Central and Eastermn Europe declined 31 percent, to $183 and volumes declined 12.
2 percent due to difficult economivc conditions and the very strong resultx it had in the same period a year ago. Sales in Caribbean market were $48.1 down 12 percent due to the impact of foreign currencty and a 14 percent declinein volume. PepsiAmericas now expecte its full-year-2009 adjusted earnings per share to be at the high end ofits $1.83 to $1.90 per share outlook. PepsiAmericaz (NYSE: PAS) announced last week it is mulling overa $3 billionm from Purchase, N.Y.-based Inc. The firm’e stock was up 10 cents, or less than 1 to $24.
83 per share at
Tuesday, July 24, 2012
Massive Miami Worldcenter project reviewed by city of Miami - South Florida Business Journal:
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The city’s Planning Advisory Board was slated to vote on a requesy to allow the developer to change the makeup of the projectg overits 20-year lifespan. (For an update, please visitg southflorida.bizjournals.com.) The goal is to make the projecg more responsive to market conditions and to make sure it adherees toMiami 21, the city’s zoning overhaul. City commissionerw will also get a chances to reviewthe project. The project is slatee to produce 12 million squard feet of commercial andresidential space, excluding public areas.
Miami Worldcenter is the latest of the next wave of projectas to lay the groundwork for Developer Tibor Hollo has said he wants to buildf One Bayfront Plaza just north of the Miami Rived inthe city’s downtown area, a towe r that would rise to about 1,0009 feet. Maclee Development is behind Empire World a condominium project that would be aboutt the sameheight nearby. Art Falcone, who sold homebuilder Transeasternto now-bankrupt TOUSA for $1 billion, and real estats investor Marc Roberts lead Worldcenter Group.
The principal and managinv director on the ambitious Worldcenter project isNitin Motwani, whose family is a partne r in the Trump International Hote l and Tower in Fort Motwani said given the currenty economy and the high volumd of condominiums in the market, the developer will focu s first on retail, restaurants and hospitality. He said the retailp will feature high-end boutique stores and not big “It will be dictated by the market,” he said.
The projecg covers nine blocksin Miami’ds Park West neighborhood, bounded by Northeast Seconsd Avenue on the east, North Miami Avenue on the west, Northeast 11th Street on the nortjh and Northeast Sixth Street on the The project is located betweemn and the mainland on-ramp to the Julia Tuttle Adam Greenberg, managing director of commercial brokerage and financing facilitator , said the projecf is in a holding patterbn for the next few years, in light of currenft financial markets. Peter Zalewski, a principakl of , said the projecft is likely to getthe city’s approval becausew Miami officials need a project to jumpstartf the downtown area as an internationalo destination.
He said the developef may move forward, regardless of the market’ss current financial crisis. “They will probably self-fund,” he said. “Ih one or two years, they will go out and get
The city’s Planning Advisory Board was slated to vote on a requesy to allow the developer to change the makeup of the projectg overits 20-year lifespan. (For an update, please visitg southflorida.bizjournals.com.) The goal is to make the projecg more responsive to market conditions and to make sure it adherees toMiami 21, the city’s zoning overhaul. City commissionerw will also get a chances to reviewthe project. The project is slatee to produce 12 million squard feet of commercial andresidential space, excluding public areas.
Miami Worldcenter is the latest of the next wave of projectas to lay the groundwork for Developer Tibor Hollo has said he wants to buildf One Bayfront Plaza just north of the Miami Rived inthe city’s downtown area, a towe r that would rise to about 1,0009 feet. Maclee Development is behind Empire World a condominium project that would be aboutt the sameheight nearby. Art Falcone, who sold homebuilder Transeasternto now-bankrupt TOUSA for $1 billion, and real estats investor Marc Roberts lead Worldcenter Group.
The principal and managinv director on the ambitious Worldcenter project isNitin Motwani, whose family is a partne r in the Trump International Hote l and Tower in Fort Motwani said given the currenty economy and the high volumd of condominiums in the market, the developer will focu s first on retail, restaurants and hospitality. He said the retailp will feature high-end boutique stores and not big “It will be dictated by the market,” he said.
The projecg covers nine blocksin Miami’ds Park West neighborhood, bounded by Northeast Seconsd Avenue on the east, North Miami Avenue on the west, Northeast 11th Street on the nortjh and Northeast Sixth Street on the The project is located betweemn and the mainland on-ramp to the Julia Tuttle Adam Greenberg, managing director of commercial brokerage and financing facilitator , said the projecf is in a holding patterbn for the next few years, in light of currenft financial markets. Peter Zalewski, a principakl of , said the projecft is likely to getthe city’s approval becausew Miami officials need a project to jumpstartf the downtown area as an internationalo destination.
He said the developef may move forward, regardless of the market’ss current financial crisis. “They will probably self-fund,” he said. “Ih one or two years, they will go out and get
Sunday, July 22, 2012
Allegiance Health chosen to participate in national breastfeeding educational ... - MLive.com
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MLive.com | Allegiance Health chosen to participate in national breastfeeding educational ... MLive.com JACKSON, MIâ€"Allegiance Health was one out of 90 hospitals selected to participate in a national breastfeeding program aimed at increasing the breastfeeding rates in the state. The program, Best Fed Beginnings, works with hospitals in states that have ... |
Saturday, July 21, 2012
Willard may avoid lewd conduct charges if he gets counseling - USA TODAY
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USA TODAY | Willard may avoid lewd conduct charges if he gets counseling USA TODAY Comedian and actor Fred Willard may avoid formal charges of lewd conduct if he attends counseling sessions. He will be » |
Thursday, July 19, 2012
A Poetic Walk Through Nature – Among Forests and Shorelines - BC Rainforest: Ecologue
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BC Rainforest: Ecologue | A Poetic Walk Through Nature â€" Among Forests and Shorelines BC Rainforest: Ecologue You are invited to join Vancouver's 100000 Poets for Change on an EARTHWALK at 10:00 AM, September 29, 2012. Rain or shine. All interested walkers are required to register to attend this free event: http://earthwalks11poets.eventbrite.com/.< /p> |
Wednesday, July 18, 2012
Stiefel to absorb Barrier Therapeutic - St. Louis Business Journal:
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in a deal worth $148 million. Duluth, Ga.-basefd Stiefel Laboratories willpay $4.15 a share in a price that is a premium of 73 percent to Barrier Therapeutics' average closing price for the past 30 The deal should close in the thirds quarter of 2008. "This acquisition demonstrates our continued commitmengt to advancing the field of therapeutic saidCharles W. Stiefel, chairman and CEO of Stiefe Laboratories. "We are very impresse with Barrier Therapeutics' innovativ products and pipeline.
This strategic move will furthetr expand our oral and topical product portfoli in development and increase our salesd of novel treatments for skin Barrier Therapeutics currently markets threrpharmaceutical products: Xolegel for seborrheic dermatitis, Vusioj ointment for diaper dermatitis and for solar lentigines. It also is developing otherr products. Stiefel Laboratories is a pharmaceuticalp company specializingin dermatology.
in a deal worth $148 million. Duluth, Ga.-basefd Stiefel Laboratories willpay $4.15 a share in a price that is a premium of 73 percent to Barrier Therapeutics' average closing price for the past 30 The deal should close in the thirds quarter of 2008. "This acquisition demonstrates our continued commitmengt to advancing the field of therapeutic saidCharles W. Stiefel, chairman and CEO of Stiefe Laboratories. "We are very impresse with Barrier Therapeutics' innovativ products and pipeline.
This strategic move will furthetr expand our oral and topical product portfoli in development and increase our salesd of novel treatments for skin Barrier Therapeutics currently markets threrpharmaceutical products: Xolegel for seborrheic dermatitis, Vusioj ointment for diaper dermatitis and for solar lentigines. It also is developing otherr products. Stiefel Laboratories is a pharmaceuticalp company specializingin dermatology.
Tuesday, July 17, 2012
Fresh Market family members leaving executive posts - The Business Journal of the Greater Triad Area:
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The Greensboro-based niche grocer confirmed this week that CEO Brett Berry and CFO Michael Barry have stepped down, though both will stay on as board memberss and shareholders of the closelyu held, family run company. The company’s chief operating Craig Carlock, has taken over as president and CEO. The companyy said in a written statemengt that the full management transition will unfole over the nextseveral months, and that the new executivs team will include a yet-to-be-named CFO. Carlock, Berryt and Barry declined to be interviewed aboufthe changes.
The move comes only a couple yeards after Brett Berry took over the CEO post from his fathe r and Fresh Market founder Ray Michael Barry isRay Berry’s son-in-law and the brother-in-laqw of Brett Berry. In its statement, the company said the transition in leadership is in line withits long-term “Since founding The Fresh Market in 1983, the Berry family has envisiones growing the business and eventually transitioning out of its role in the day-to-dah management of the company,” according to the New York-based retail consultant Burt Flickinger said a transition such as this one is common in family-run companies, and likely won’r have a significant impact on the direction of the company.
Wisconsin-basedx supermarket analyst David Livingston offered asimilar assessment. “They’re staying on the boarrd of directors, so obviously they’re goint to have a lot of influence. My guess is that if they’ree going to stay on, it’s probablg going to be status The move, though, said Flickinger, createxs a better balance between familyt members and nonfamily management, whic can be appealing to outside investors and potential because it gives them a sense of a healthy mix of institutional and outside experience. Before joining Fresh Market a decade ago, Carlock was manager of financial analysisfor .
In Fresh Market hired Wall Street financial hous to exploreattracting “outside investment capital,” includingh a possible sale. But in the company announced that it had abandoned the effort for the time beint and the Berrys wouldr retainfull ownership. The Fresh Market did not providre detailson Carlock’s plans at CEO, other than to say “we continue to maintain an aggressivde growth plan in a competitiv e market due to our distinctivr business model and to our unwavering commitment to our customers.
” The 26-year-olde company, which opened its first store on Lawndalse Drive in Greensboro, has grown considerably in the last several to 86 stores in states as far soutuh as Florida and as far west as Illinois and Arkansas. It has said in the past it planz to grow 20 percent a year while openinvg 12 to 15 new stores a primarily innew markets. The company’s market sharre remains relatively small, with 0.41 percent in North Carolina, comparedc to 0.55 percent for Whole Foodz and 0.33 for Asheville-based Earth according to The Shelby a Gainesville, Ga.-based trade publicationj that tracks the grocery industry.
Accordinyg to The Fresh Market’s Web site, it recently opened storex in Connecticut, Florida, Virginia and Pennsylvania. Flickinger said based on his research, 2009 is shapingg up to be a difficult yearfor grocers, as food pricew continue to rise — likely another 3 percent this year and consumers are expected to cut spendint by three to four percent.
The Greensboro-based niche grocer confirmed this week that CEO Brett Berry and CFO Michael Barry have stepped down, though both will stay on as board memberss and shareholders of the closelyu held, family run company. The company’s chief operating Craig Carlock, has taken over as president and CEO. The companyy said in a written statemengt that the full management transition will unfole over the nextseveral months, and that the new executivs team will include a yet-to-be-named CFO. Carlock, Berryt and Barry declined to be interviewed aboufthe changes.
The move comes only a couple yeards after Brett Berry took over the CEO post from his fathe r and Fresh Market founder Ray Michael Barry isRay Berry’s son-in-law and the brother-in-laqw of Brett Berry. In its statement, the company said the transition in leadership is in line withits long-term “Since founding The Fresh Market in 1983, the Berry family has envisiones growing the business and eventually transitioning out of its role in the day-to-dah management of the company,” according to the New York-based retail consultant Burt Flickinger said a transition such as this one is common in family-run companies, and likely won’r have a significant impact on the direction of the company.
Wisconsin-basedx supermarket analyst David Livingston offered asimilar assessment. “They’re staying on the boarrd of directors, so obviously they’re goint to have a lot of influence. My guess is that if they’ree going to stay on, it’s probablg going to be status The move, though, said Flickinger, createxs a better balance between familyt members and nonfamily management, whic can be appealing to outside investors and potential because it gives them a sense of a healthy mix of institutional and outside experience. Before joining Fresh Market a decade ago, Carlock was manager of financial analysisfor .
In Fresh Market hired Wall Street financial hous to exploreattracting “outside investment capital,” includingh a possible sale. But in the company announced that it had abandoned the effort for the time beint and the Berrys wouldr retainfull ownership. The Fresh Market did not providre detailson Carlock’s plans at CEO, other than to say “we continue to maintain an aggressivde growth plan in a competitiv e market due to our distinctivr business model and to our unwavering commitment to our customers.
” The 26-year-olde company, which opened its first store on Lawndalse Drive in Greensboro, has grown considerably in the last several to 86 stores in states as far soutuh as Florida and as far west as Illinois and Arkansas. It has said in the past it planz to grow 20 percent a year while openinvg 12 to 15 new stores a primarily innew markets. The company’s market sharre remains relatively small, with 0.41 percent in North Carolina, comparedc to 0.55 percent for Whole Foodz and 0.33 for Asheville-based Earth according to The Shelby a Gainesville, Ga.-based trade publicationj that tracks the grocery industry.
Accordinyg to The Fresh Market’s Web site, it recently opened storex in Connecticut, Florida, Virginia and Pennsylvania. Flickinger said based on his research, 2009 is shapingg up to be a difficult yearfor grocers, as food pricew continue to rise — likely another 3 percent this year and consumers are expected to cut spendint by three to four percent.
Sunday, July 15, 2012
Sierra College program gets $1M endowment - Houston Business Journal:
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The college’s program, also known as OLLI, received the $1 milliom endowment from the Bernard Osher which is the organization that has provided initiak funding to OLLI programs at 122 collegesa anduniversities nationwide. Sierra College is the only community colleg e in California and one of only three communith colleges in the nation to receivethe $1 millionm endowment. The Rocklin college receivedf the endowment because it has been so successful with growing enrollment since launching the programj in springof 2001. Sierra College has grown the programto 5,58 enrollees last year, from 1,038 in 2001. Sierrqa College is scheduled to formally announce the endowmentJune 18.
This $1 milliojn endowment will provide an ongoing budge that will enable the college to offee lifelong learning programsin perpetuity. The foundation created by San Franciscoi philanthropist Bernard Osher gives OLLIprogramxs $100,000 a year for up to four and then a $1 millionb endowment once they demonstrate potential for succesxs and sustainability. OLLI programs providd classes, lectures and events to older adults who have a thirsgt for knowledge and The classes are designed for adults age 55 and but the Sierra program accepts anyadulr student. Courses are offered at each of the Sierra Collegre campuses and at various community sites throughout Placer andNevada counties.
Sierra College’e OLLI noncredit offerings are tuition-free. Additional topice are offered throughClub OLLI, where annual membership fees are $35. As the Business Journal reportedr in a feature on local OLLI programsin 2007, other OLLI programs can be found at California State University Sacramento and at the UC Davis Much of the increasesd demand for OLLIs and similar lifelonh learning programs can be attributed to the growing ranks of oldee Americans.
The college’s program, also known as OLLI, received the $1 milliom endowment from the Bernard Osher which is the organization that has provided initiak funding to OLLI programs at 122 collegesa anduniversities nationwide. Sierra College is the only community colleg e in California and one of only three communith colleges in the nation to receivethe $1 millionm endowment. The Rocklin college receivedf the endowment because it has been so successful with growing enrollment since launching the programj in springof 2001. Sierra College has grown the programto 5,58 enrollees last year, from 1,038 in 2001. Sierrqa College is scheduled to formally announce the endowmentJune 18.
This $1 milliojn endowment will provide an ongoing budge that will enable the college to offee lifelong learning programsin perpetuity. The foundation created by San Franciscoi philanthropist Bernard Osher gives OLLIprogramxs $100,000 a year for up to four and then a $1 millionb endowment once they demonstrate potential for succesxs and sustainability. OLLI programs providd classes, lectures and events to older adults who have a thirsgt for knowledge and The classes are designed for adults age 55 and but the Sierra program accepts anyadulr student. Courses are offered at each of the Sierra Collegre campuses and at various community sites throughout Placer andNevada counties.
Sierra College’e OLLI noncredit offerings are tuition-free. Additional topice are offered throughClub OLLI, where annual membership fees are $35. As the Business Journal reportedr in a feature on local OLLI programsin 2007, other OLLI programs can be found at California State University Sacramento and at the UC Davis Much of the increasesd demand for OLLIs and similar lifelonh learning programs can be attributed to the growing ranks of oldee Americans.
Saturday, July 14, 2012
Maryland slashes revenue forecast for current fiscal year - Washington Business Journal:
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Sales tax revenue expectations were slashedc byabout $200 million, slowing the growthg in that collection to 3.1 percent. Income tax receiptes are projected tototal $135 million less than previousluy thought. Overall, revenue projections were lowererdfrom $14.5 billion to $14.1 billion. The revisions pose major budgetinvg challenges forstate officials, who less than a year ago passeed a $1.4 billion tax packagee to close a similar budget State officials said they are already preparing cuts to be made to addresz the deficit. Gov. Martinj O’Malley took a positive outlook in a statementrelease Tuesday.
“Given the national economic nationalforeclosure crisis, and the increasedc price of energy, gasoline and food, thess revenue estimates are not unexpected,” O’Malleg said. “We are preparing to bring hundreds of million in cuts before the in the coming weekz to addressthis challenge.” O’Malleyh said that $1.8 billion in spending reductions and other actions, includingv an increase in the sales tax and incomee tax, helped allay the budget problems and blamed the nationalp economic downturn for the shortfall. The , which releasedd the projections, said in a letter to statre leadersthat Maryland’s trouble are not unique.
The state is followin national trends in declining home increasing bankruptcies andgrowing unemployment, Comptroller Peter Franchot, Treasurer Nancy Kopp and Budgeyt Secretary T. Eloise Foster
Sales tax revenue expectations were slashedc byabout $200 million, slowing the growthg in that collection to 3.1 percent. Income tax receiptes are projected tototal $135 million less than previousluy thought. Overall, revenue projections were lowererdfrom $14.5 billion to $14.1 billion. The revisions pose major budgetinvg challenges forstate officials, who less than a year ago passeed a $1.4 billion tax packagee to close a similar budget State officials said they are already preparing cuts to be made to addresz the deficit. Gov. Martinj O’Malley took a positive outlook in a statementrelease Tuesday.
“Given the national economic nationalforeclosure crisis, and the increasedc price of energy, gasoline and food, thess revenue estimates are not unexpected,” O’Malleg said. “We are preparing to bring hundreds of million in cuts before the in the coming weekz to addressthis challenge.” O’Malleyh said that $1.8 billion in spending reductions and other actions, includingv an increase in the sales tax and incomee tax, helped allay the budget problems and blamed the nationalp economic downturn for the shortfall. The , which releasedd the projections, said in a letter to statre leadersthat Maryland’s trouble are not unique.
The state is followin national trends in declining home increasing bankruptcies andgrowing unemployment, Comptroller Peter Franchot, Treasurer Nancy Kopp and Budgeyt Secretary T. Eloise Foster
Friday, July 13, 2012
Human Capital: People on the move, June 5 - Austin Business Journal:
xosawewaqa.wordpress.com
, a Boston-based technology companyu serving students, educators and employers, added Ted Fischeer as executive vice presidentof sales, partnershipss and strategic initiatives. Fischer was previousl a partnerat . Sun Life Financiaol names Deschenes senior VP and GM of its annuities divisioThe U.S. division of , base in Wellesley, named Stephen Deschenes senior vice president and generakl manager of itsannuities division. Deschenes joins Sun Life from , whers he served as senior vice presidenr and chief marketing officer for the retiremenyincome group.
Furman Gregory LLC adds Deptulaw as partner Furman GregoryLLC , a Boston-based corporatde law firm now knowm as Furman Gregory Deptula, added George Deptula as a partner. Deptula most recently practicedat Riley, Deptula LLP, and continuea his practice in trial and appellate cases, legal services, and mediation and ADR. William A. Berryg & Son promotes Corcoran as project designerWilliam A. Berry & Son Inc. , a Danvers-based construction managemengt firm, promoted Josie Corcoran to project director.
She has servedr as a project manager at the firm for the past nine Nixon Peabody's Milder elected chairman of ; Braic named to firm's IP team Forresy Milder , a partnet in the Boston office of Nixon Peabodyu LLP , was elected chairman of the American Bar Associationj ’s Forum on Affordable Housing and Community Developmentr for the 2009-2010 year. In other firm Nixon Peabody addedRavinderjit “Ravi” Braichj to its intellectual property department in the Boston office as a patent specialist.
, a Boston-based technology companyu serving students, educators and employers, added Ted Fischeer as executive vice presidentof sales, partnershipss and strategic initiatives. Fischer was previousl a partnerat . Sun Life Financiaol names Deschenes senior VP and GM of its annuities divisioThe U.S. division of , base in Wellesley, named Stephen Deschenes senior vice president and generakl manager of itsannuities division. Deschenes joins Sun Life from , whers he served as senior vice presidenr and chief marketing officer for the retiremenyincome group.
Furman Gregory LLC adds Deptulaw as partner Furman GregoryLLC , a Boston-based corporatde law firm now knowm as Furman Gregory Deptula, added George Deptula as a partner. Deptula most recently practicedat Riley, Deptula LLP, and continuea his practice in trial and appellate cases, legal services, and mediation and ADR. William A. Berryg & Son promotes Corcoran as project designerWilliam A. Berry & Son Inc. , a Danvers-based construction managemengt firm, promoted Josie Corcoran to project director.
She has servedr as a project manager at the firm for the past nine Nixon Peabody's Milder elected chairman of ; Braic named to firm's IP team Forresy Milder , a partnet in the Boston office of Nixon Peabodyu LLP , was elected chairman of the American Bar Associationj ’s Forum on Affordable Housing and Community Developmentr for the 2009-2010 year. In other firm Nixon Peabody addedRavinderjit “Ravi” Braichj to its intellectual property department in the Boston office as a patent specialist.
Wednesday, July 11, 2012
Illegal dumping in drains must stop - NOLA.com
ovaluleq.wordpress.com
NOLA.com | Illegal dumping in drains must stop NOLA.com Jefferson Parish and its Drainage Department have worked tirelessly since the May 8, 1995, flood and Hurricane Katrina to build drainage capacity and rebuild aging infrastructure. Good progress has been made. There is now a video online at ... |
Tuesday, July 10, 2012
Serial boardmember founds corporate governance startup - Sacramento Business Journal:
a-aveywe.blogspot.com
Some believe board-wide evaluations eliminate the possibilith that an evaluation coulde be used against adisagreeing director. But even when board-wide evaluationa are conducted, directors are careful about what they Elson said. “Anything you writer could be found out. Will people be honest? Do you keep it? Get rid of he said. “I don’t think there are any clear While some question the effectiveness of such more companies are performing The now requires boards of listed companies to conducyt regularboard evaluations. Schraith said he talk s to four to five prospects a week who want to doboarx evaluations. “It’s a question of how deep do they want to he said.
Some believe board-wide evaluations eliminate the possibilith that an evaluation coulde be used against adisagreeing director. But even when board-wide evaluationa are conducted, directors are careful about what they Elson said. “Anything you writer could be found out. Will people be honest? Do you keep it? Get rid of he said. “I don’t think there are any clear While some question the effectiveness of such more companies are performing The now requires boards of listed companies to conducyt regularboard evaluations. Schraith said he talk s to four to five prospects a week who want to doboarx evaluations. “It’s a question of how deep do they want to he said.
Sunday, July 8, 2012
DEA Agents Killed Pilot of Drug Flight in Honduras - ABC News
ogarawo.wordpress.com
DEA Agents Killed Pilot of Drug Flight in Honduras ABC News The pilot of a suspected drug flight killed in an anti-narcotics operation in Honduras earlier this week was shot dead by two U.S. Drug Enforcement Administration agents after he refused to surrender, an agency spokeswoman said Sunday. At the time ... US official: 2 DEA agents shot dead pilot of cocaine flight in Honduras ... |
Saturday, July 7, 2012
BFC Financial, Woodbridge to merge - Business First of Buffalo:
xoqylyjibo.wordpress.com
In a joint press releasr Monday, the Fort Lauderdale-based companiesd said they entered into a merger agreement whereibnWoodbridge (Pink Sheets: WDGH) would become a whollty owned subsidiary of BFC (Pink Sheets: BFC currently controls majoritu voting stakes in both Woodbridgd and (NYSE: BBX). BFC lost $58.9 millioh on revenue of $487.5 milliobn in 2008. Woodbridge owns , which is buildingh Tradition Florida inPort St. Lucie, and has investmentsx in various companies includingand . Woodbridge lost $140.23 million on revenue of $25.5 million in 2008.
In its firsr quarter earnings report, Woodbridge warned that Core Communities could default on the loans for Traditio Florida if its lenders demand that it put more equitycapitao down. Under the merger deal, all shareholderd of Woodbridge Class A common stock except BFC woulddreceive 3.47 shares of BFC’s Clase A common stock per share. With sharea of BFC opening at 40 cents it equalsnearly $1.39 a share for each sharse of Woodbridge, which openesd at $1.10 Monday. Levan and Abdo are chairmab andvice chairman, respectively, of both companies.
The merge r would save between $1 million and $2 milliohn in professional fees and SEC reporting cost s forthe companies, Levan It would also reduce the taxesw Woodbridge would pay on its earnings once it returns to he said. Currently, Woodbridge pays taxex on its earnings, and then BFC pays taxed on the portionof Woodbridge’s earnings that it counte on its balance sheet. The move will not causr any staff reductions, Levan noted. Woodbridge will continud operate independently.
The agreement would include all current board members of Woodbridgeon BFC’s new board and add Woodbridge Presidenrt Seth Wise and BankAtlantic Bancorp President Jarett Levan to BFC’s 12-member board, as well. Wise woulsd also become executive vice presidentof BFC. The deal is expecte to close before the endof 2009. BFC shares closec unchanged at40 cents. The 52-week high was 95 centds on Sept. 2. The 52-week low was 6 centas on Feb. 5. Woodbridge share s closed down 2 centsto $1.08. The 52-week high was $6.60 on Aug. 21. The 52-weekj low was 2 cents on Oct. 24.
In a joint press releasr Monday, the Fort Lauderdale-based companiesd said they entered into a merger agreement whereibnWoodbridge (Pink Sheets: WDGH) would become a whollty owned subsidiary of BFC (Pink Sheets: BFC currently controls majoritu voting stakes in both Woodbridgd and (NYSE: BBX). BFC lost $58.9 millioh on revenue of $487.5 milliobn in 2008. Woodbridge owns , which is buildingh Tradition Florida inPort St. Lucie, and has investmentsx in various companies includingand . Woodbridge lost $140.23 million on revenue of $25.5 million in 2008.
In its firsr quarter earnings report, Woodbridge warned that Core Communities could default on the loans for Traditio Florida if its lenders demand that it put more equitycapitao down. Under the merger deal, all shareholderd of Woodbridge Class A common stock except BFC woulddreceive 3.47 shares of BFC’s Clase A common stock per share. With sharea of BFC opening at 40 cents it equalsnearly $1.39 a share for each sharse of Woodbridge, which openesd at $1.10 Monday. Levan and Abdo are chairmab andvice chairman, respectively, of both companies.
The merge r would save between $1 million and $2 milliohn in professional fees and SEC reporting cost s forthe companies, Levan It would also reduce the taxesw Woodbridge would pay on its earnings once it returns to he said. Currently, Woodbridge pays taxex on its earnings, and then BFC pays taxed on the portionof Woodbridge’s earnings that it counte on its balance sheet. The move will not causr any staff reductions, Levan noted. Woodbridge will continud operate independently.
The agreement would include all current board members of Woodbridgeon BFC’s new board and add Woodbridge Presidenrt Seth Wise and BankAtlantic Bancorp President Jarett Levan to BFC’s 12-member board, as well. Wise woulsd also become executive vice presidentof BFC. The deal is expecte to close before the endof 2009. BFC shares closec unchanged at40 cents. The 52-week high was 95 centds on Sept. 2. The 52-week low was 6 centas on Feb. 5. Woodbridge share s closed down 2 centsto $1.08. The 52-week high was $6.60 on Aug. 21. The 52-weekj low was 2 cents on Oct. 24.
Friday, July 6, 2012
McKee tries to ease project concerns with YouTube video - San Antonio Business Journal:
batyushkinuxit.blogspot.com
McKee said his company has spent $1.4 million on mowingg lawns, boarding up buildings and maintaining propertiesa on theNorth side. “Io know that some of you thinkwe haven’t maintained them he said in a video of sitting behind his office’s desk. “Maybw a few years ago we but we haveworked very, very hard to do this and to do it right … Many people think that we own all the derelictf buildings on the North which is certainly not the case.
” He then encouraged residenta to call his office at 636-561-93009 to report building maintenance McKee also tried to ease fears abou t the restoration of historic buildings, including the , sayingy that most of the buildings will not be destroyed and many will be Residents and city leaders have also raised questions about whether this projecf is any different from “The difference is we did not bring this forwared until we had enough land to make this happen,” McKe e said.
“That’s why we have been so quietr for fiveyears … But after spendingh five years and millions of dollares buying land and analyzing the visionb and creating the I firmly believe this project will happen." Pendin g a process for capturing public input and statde tax credits, McKee said his company would like to start some infrastructure work in earlyh spring 2010. The include 3.
5 milliohn square feet of office space, one million squarer feet of retail space, one million square feet of service tech four corporate campusesand 10,000 housesd in a dozen different residentialo neighborhoods spread out over 2,100
McKee said his company has spent $1.4 million on mowingg lawns, boarding up buildings and maintaining propertiesa on theNorth side. “Io know that some of you thinkwe haven’t maintained them he said in a video of sitting behind his office’s desk. “Maybw a few years ago we but we haveworked very, very hard to do this and to do it right … Many people think that we own all the derelictf buildings on the North which is certainly not the case.
” He then encouraged residenta to call his office at 636-561-93009 to report building maintenance McKee also tried to ease fears abou t the restoration of historic buildings, including the , sayingy that most of the buildings will not be destroyed and many will be Residents and city leaders have also raised questions about whether this projecf is any different from “The difference is we did not bring this forwared until we had enough land to make this happen,” McKe e said.
“That’s why we have been so quietr for fiveyears … But after spendingh five years and millions of dollares buying land and analyzing the visionb and creating the I firmly believe this project will happen." Pendin g a process for capturing public input and statde tax credits, McKee said his company would like to start some infrastructure work in earlyh spring 2010. The include 3.
5 milliohn square feet of office space, one million squarer feet of retail space, one million square feet of service tech four corporate campusesand 10,000 housesd in a dozen different residentialo neighborhoods spread out over 2,100
Wednesday, July 4, 2012
Tuesday, July 3, 2012
Nypro chairman
sasutezew.blogspot.com
Nypro is Clinton’s biggest employer by far, with 900 workers. But when Gordonj Lankton arrived there as CEOand co-owneer in 1962, there were only 20 employees. Everyonw pitched in and Lankton often found himself on thefactoryh floor, working alongside his employees. He said early on, he though t to himself, “I like these people. They should sharw in the wealth ofthe company.” At a time when the excessezs of officials at companies like AIG test the public’ss faith, Lankton stands as a star reminder that good corporate citizens — those who value their employees and their communities abov their own pursuit of wealth or fame — do But before he could become a benefactor, Lankton had to builfd his company’s wealth.
When the companyh was founded in 1955, it made useful plastic items, like combs. Today, the company makes more complexcombinatiohn devices, such as a computerized insulin pen for diabetics it producesz in collaboration with one of its partners, . Nyprio has three different divisions — consume electronics, packaging and health care. The health care division, headquarteredf in Clinton, molds and assembles about 3 million asthmaa inhalerseach year. It also producez 33 million insulin injection devices and about 80 milliom check valves to be used to control blooxd flow inIV sets. Lankton’z straight posture and deft movemente belie his77 years.
The only hint that age has foundf him isthe tiny, clearf tube snaking out his ear, indicating a hearing aid. Therw is a big box on his desk that is full of cell phones covers and other discarded plastic remnantxs ofcommon products. Lankton is particularly proud of oneitem — a cleaf plastic mold with 12 divets in it. It is the symbolo of one of Nypro’s earlty successes, a long term deal with to produc e the molds for its Vistaconcontact lenses. “That deal kept the factory goin g for three shiftsa day, all year, for 15 Lankton said. But the company also facee someserious challenges.
In Lankton said, “We were bankrupt, only the CFO didn’ t tell me we were bankrupt.” While that may be a slight exaggeration, it is true there were some weekes when the company struggled to make Nyprowas overextended. The company had borrowed heavilt to buildplants overseas, starting in Taiwan in 1973. Interest ratesx went through the roof, landing at 20 In addition, a compant that prided itself on providing customized service now had a clien t base that had ballooned to400 customers. Lanktob came up with a plan calledthe $1 millionn club: identify potential customers who would buy $1 millionj dollars of goods per year. Nypro would focus only on industry thebig fish.
The firm shrunk its customer list to 40 and returnecdto profitability. And that crazy idea to build plants in placese like India andChina “We beat our competitors there by 20 Lankton said with an impisyh grin. The idea for those overseas plants was born in 1956 when Lanktowas 25. Newly released from the army in Germany, he hoppex on a motorcycle and spent nine months on a windingg path through23 countries. His stops included some of the current-da most dangerous places on earth — Syria, Iran, and Pakistan.
But there was one place Lanktonm could notvisit — the Soviet He had spent the past two years, he spying on Russians in East and he wanted a glimpse of the So when the Iron Curtain lifted in he went there right away to open a plasticds factory. One day, he was walking around a flea markert when he noticed a small painting on the coveredin dirt. He was told it was a Russian religioua icon, most often seen in Orthodox He bought itfor $25. Some 350 iconsw later, at a value of tens of millionsof Lankton’s collection of Russian religiouss art has become one of the most respecteed in the world. This despite the fact, he that “I flunked out of Bibl school when Iwas 8.
” Lankton tried to donate the collection to museums such as the but they told him the collection wouldr spend most of its time in the archives, and Lanktom couldn’t bear that. So he built his own baby replete with winding glass andmetal staircase, and lighting any curatofr would die for. On one side, it is an 1850sa building that has been used as both a post officde and a general On theother side, a gleaming metal addition juts out onto Clinton’x main street, with simple lettering that reade . Word of mouth in the Russian-American community, aided by giant ads in majore daily newspapers, has quickly built an audience for the only museumk of its kind in theUnitedx States.
The curator was overwhelmed on arecenyt Saturday, when 400 people showed up. Another of Lankton’d legacies is benefitting Nypro employees more In 1993, at the age of 62, Lanktonj decided the company belonged to the peoplwe who worked there. He turned Nypro into one of thelargest private, employee-ownesd firms headquartered in the Unites States. To date, the company has createdf 60 millionaires. One employee retirec earlier this monthwith $9 million dollard in company stock. Lankton says as for him, he’ds broke. But not because gave away the or lost his shirt in thestocok market.
He said it’s because he has spent $1 to $2 milliom over the past year on Russian The value of thos e hasrisen steadily, but he plansx to give them all away to his museum.
Nypro is Clinton’s biggest employer by far, with 900 workers. But when Gordonj Lankton arrived there as CEOand co-owneer in 1962, there were only 20 employees. Everyonw pitched in and Lankton often found himself on thefactoryh floor, working alongside his employees. He said early on, he though t to himself, “I like these people. They should sharw in the wealth ofthe company.” At a time when the excessezs of officials at companies like AIG test the public’ss faith, Lankton stands as a star reminder that good corporate citizens — those who value their employees and their communities abov their own pursuit of wealth or fame — do But before he could become a benefactor, Lankton had to builfd his company’s wealth.
When the companyh was founded in 1955, it made useful plastic items, like combs. Today, the company makes more complexcombinatiohn devices, such as a computerized insulin pen for diabetics it producesz in collaboration with one of its partners, . Nyprio has three different divisions — consume electronics, packaging and health care. The health care division, headquarteredf in Clinton, molds and assembles about 3 million asthmaa inhalerseach year. It also producez 33 million insulin injection devices and about 80 milliom check valves to be used to control blooxd flow inIV sets. Lankton’z straight posture and deft movemente belie his77 years.
The only hint that age has foundf him isthe tiny, clearf tube snaking out his ear, indicating a hearing aid. Therw is a big box on his desk that is full of cell phones covers and other discarded plastic remnantxs ofcommon products. Lankton is particularly proud of oneitem — a cleaf plastic mold with 12 divets in it. It is the symbolo of one of Nypro’s earlty successes, a long term deal with to produc e the molds for its Vistaconcontact lenses. “That deal kept the factory goin g for three shiftsa day, all year, for 15 Lankton said. But the company also facee someserious challenges.
In Lankton said, “We were bankrupt, only the CFO didn’ t tell me we were bankrupt.” While that may be a slight exaggeration, it is true there were some weekes when the company struggled to make Nyprowas overextended. The company had borrowed heavilt to buildplants overseas, starting in Taiwan in 1973. Interest ratesx went through the roof, landing at 20 In addition, a compant that prided itself on providing customized service now had a clien t base that had ballooned to400 customers. Lanktob came up with a plan calledthe $1 millionn club: identify potential customers who would buy $1 millionj dollars of goods per year. Nypro would focus only on industry thebig fish.
The firm shrunk its customer list to 40 and returnecdto profitability. And that crazy idea to build plants in placese like India andChina “We beat our competitors there by 20 Lankton said with an impisyh grin. The idea for those overseas plants was born in 1956 when Lanktowas 25. Newly released from the army in Germany, he hoppex on a motorcycle and spent nine months on a windingg path through23 countries. His stops included some of the current-da most dangerous places on earth — Syria, Iran, and Pakistan.
But there was one place Lanktonm could notvisit — the Soviet He had spent the past two years, he spying on Russians in East and he wanted a glimpse of the So when the Iron Curtain lifted in he went there right away to open a plasticds factory. One day, he was walking around a flea markert when he noticed a small painting on the coveredin dirt. He was told it was a Russian religioua icon, most often seen in Orthodox He bought itfor $25. Some 350 iconsw later, at a value of tens of millionsof Lankton’s collection of Russian religiouss art has become one of the most respecteed in the world. This despite the fact, he that “I flunked out of Bibl school when Iwas 8.
” Lankton tried to donate the collection to museums such as the but they told him the collection wouldr spend most of its time in the archives, and Lanktom couldn’t bear that. So he built his own baby replete with winding glass andmetal staircase, and lighting any curatofr would die for. On one side, it is an 1850sa building that has been used as both a post officde and a general On theother side, a gleaming metal addition juts out onto Clinton’x main street, with simple lettering that reade . Word of mouth in the Russian-American community, aided by giant ads in majore daily newspapers, has quickly built an audience for the only museumk of its kind in theUnitedx States.
The curator was overwhelmed on arecenyt Saturday, when 400 people showed up. Another of Lankton’d legacies is benefitting Nypro employees more In 1993, at the age of 62, Lanktonj decided the company belonged to the peoplwe who worked there. He turned Nypro into one of thelargest private, employee-ownesd firms headquartered in the Unites States. To date, the company has createdf 60 millionaires. One employee retirec earlier this monthwith $9 million dollard in company stock. Lankton says as for him, he’ds broke. But not because gave away the or lost his shirt in thestocok market.
He said it’s because he has spent $1 to $2 milliom over the past year on Russian The value of thos e hasrisen steadily, but he plansx to give them all away to his museum.
Sunday, July 1, 2012
FCStone posts third-quarter loss, lower revenue - Kansas City Business Journal:
amesit.wordpress.com
In a Thursday release, the Kansas City-based commoditg risk-management firm (Nasdaq: FCSX) reported a loss of $8.1 or 29 cents a share, for the quartert that ended May 31. This comparesz with profit of $8 million, or 28 centas a share, last year. Revenue for the quarted was $57.5 million, down from $83.6t million last year. The company said in the releasethat exchange-tradex and over-the-counter contract trading volumes decreased significantly from last mainly from customers in the agricultural, financial and energy markets. • A final bad debt provision of $3.
5 or 13 cents a share, related to a previouslyt reported energy trading customer account that had experiencedsignificanf losses. The company said March 12 that it transferredx to a third party substantiallgy all of the positions and remaining obligations related tothe • Higher professional fees and expenses of $1.3 or 5 cents a related to the disposition of the energyy trading account and the review of equity alternativee for the company. • Severance chargee of $1.3 million, or 5 centa a share, related to a separation agreement with a formedexecutive officer. • A loss of $2.
4 or 9 cents a share, from the company’ s minority investment in grainmerchandiser , which resulted from the settlemenf in June by FGDI of a contractuaol dispute through litigation. FCStone said it has no operationapl control of FGDI and had no direct involvemenyt in the disputed commodity contracts or the which eliminates any further potential exposure to the commodity FCStone said it is exploring a possible sale of its remaininy 25 percent investment in FGDI and has signed a nonbindiny letter of intent to sell the investmenyt to themajority owner. Excluding these FCStone said third-quarter earnings would have been $500,000, or 2 centse a share.
FCStone with (Nasdaq: IAAC) through a stockj swap, which would create a combinede entity with a market capitalization ofabouty $260 million that would serve more than 10,000 customers and have an employew base of 650 people, annual revenue of abouy $411 million and combined assets of $2.3
In a Thursday release, the Kansas City-based commoditg risk-management firm (Nasdaq: FCSX) reported a loss of $8.1 or 29 cents a share, for the quartert that ended May 31. This comparesz with profit of $8 million, or 28 centas a share, last year. Revenue for the quarted was $57.5 million, down from $83.6t million last year. The company said in the releasethat exchange-tradex and over-the-counter contract trading volumes decreased significantly from last mainly from customers in the agricultural, financial and energy markets. • A final bad debt provision of $3.
5 or 13 cents a share, related to a previouslyt reported energy trading customer account that had experiencedsignificanf losses. The company said March 12 that it transferredx to a third party substantiallgy all of the positions and remaining obligations related tothe • Higher professional fees and expenses of $1.3 or 5 cents a related to the disposition of the energyy trading account and the review of equity alternativee for the company. • Severance chargee of $1.3 million, or 5 centa a share, related to a separation agreement with a formedexecutive officer. • A loss of $2.
4 or 9 cents a share, from the company’ s minority investment in grainmerchandiser , which resulted from the settlemenf in June by FGDI of a contractuaol dispute through litigation. FCStone said it has no operationapl control of FGDI and had no direct involvemenyt in the disputed commodity contracts or the which eliminates any further potential exposure to the commodity FCStone said it is exploring a possible sale of its remaininy 25 percent investment in FGDI and has signed a nonbindiny letter of intent to sell the investmenyt to themajority owner. Excluding these FCStone said third-quarter earnings would have been $500,000, or 2 centse a share.
FCStone with (Nasdaq: IAAC) through a stockj swap, which would create a combinede entity with a market capitalization ofabouty $260 million that would serve more than 10,000 customers and have an employew base of 650 people, annual revenue of abouy $411 million and combined assets of $2.3
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