asafevboriegum.blogspot.com
The campaign, established with grants totaling nearly $350,000 from Dr. Phillips Charitiesd and , is being administered by United Way’x stewardship program that provides emergency assistanc e tolocal residents. The United Way board backedr a move allowing the organizatiomn to tap reserve funds to cover administrativw expenses so that granyt dollars will go directly to help peoplein need. Unitefd Way President/CEO Robert H. Brown said the campaign represents a temporarhy response to an unprecedented burdenn being placed on the community by the ongoingeconomic Dr.
Phillips Charities is offering a granft ofnearly $300,000, which includes $98,100 in starrt up funds and a challenge matching granrt of nearly $200,000. Dr. Phillips Charities, one of the region’e largest philanthropic organizations, has awarded more than $23 milliohn to local nonprofits over the past three Bank of Americacontributed $50,000 to the The goal is to provide aid to more than 1,359 families over the next five months. Agencies providingb similar services that have exhausted their resourceds can also accessthe dollars. Hearr of Florida United Way isCentrap Florida’s largest provider of funds to the region’s healtjh and human service programs.
Saturday, September 18, 2010
Thursday, September 16, 2010
N.C. travel: Motorists down, airlines up - Washington Business Journal:
evittiebodum1296.blogspot.com
Economic troubles, unemployment and uncertainty about the futured are expected to spura 2.7 percen drop in expected motorists this holiday weekendc from 971,000 in 2008 to 945,00 0 in 2009. This markx the second straight year July 4th travelohas declined. The announcement follows 10 consecutive days of decreasinggasolinee prices, from a state average of $2.665 per gallon on June 20 to $2.6q1 per gallon on June 30. Currently, the lowest averagd gasoline prices in the statew can be found in High Poinrat $2.53 per gallon, while the highest can be foundx in Durham at $2.66. the overall 61-cent increase in average pricesa over the last 61 days appears to be keepintg travelers offthe road.
many will turn to air travel this with 59,000 passengers taking flight across the state — a 5.4 percent increase from 56,00p0 during the holiday weekend in 2008.
Economic troubles, unemployment and uncertainty about the futured are expected to spura 2.7 percen drop in expected motorists this holiday weekendc from 971,000 in 2008 to 945,00 0 in 2009. This markx the second straight year July 4th travelohas declined. The announcement follows 10 consecutive days of decreasinggasolinee prices, from a state average of $2.665 per gallon on June 20 to $2.6q1 per gallon on June 30. Currently, the lowest averagd gasoline prices in the statew can be found in High Poinrat $2.53 per gallon, while the highest can be foundx in Durham at $2.66. the overall 61-cent increase in average pricesa over the last 61 days appears to be keepintg travelers offthe road.
many will turn to air travel this with 59,000 passengers taking flight across the state — a 5.4 percent increase from 56,00p0 during the holiday weekend in 2008.
Wednesday, September 15, 2010
Interior focus - Minneapolis / St. Paul Business Journal:
Air Purifiers - Efficient Cleansing of Home Environments
At , Inc., that scenario won’t become a reality because company president Frank Bryan and the work sitesupervisor won’t allow it. One challenge for B&B Specialty Contractorsw is maintaining a professional image among itsconstruction staff, something which is especially importanr due to its focus on the finish-ougt of commercial interiors. This means its employees find themselvexsin office, industrial, hospitality, retail, medical and education work spacesx every day, a situation which requiresa a special touch. “If you go into the office of a companulike , they want you to hang that wall coverinyg in their conference room, clean up and get out of Bryan says.
“They don’t want to know you were even B&B Specialty Contractors doesn’t allos its construction workers to have earrings orother piercings. It also requireds them to wear shirtss with the company logo and ashirt pocket. Shirtss must also be tucked in while employeee are on thejob site. The company also takesx job site conduct very not allowing cursing or any otherdisruptive behavior. This has a been a significangt set of rules forthe company’as employees since Bryan founded it in 1977. “Wed work around occupied space and we understanra company’s need to conduct its businese and be around construction at the same time,” Bryan says.
“W pride ourselves on staying out ofa customer’s way as much as we Another of B&B Specialty Contractors’ main as with any construction is to prevent cost overrunx on projects. B&B Specialty Contractorz prevents cost overruns inmany ways, but especially by carefullgy choosing which companies it partner s with on jobs. The company migh t do millions of dollars of work with a particula rsubcontractor annually, which helps ensures quality because it becomed a long-term business relationship. To maintainh that work flow over thelong term, companies will go out of theif way to make sure B&B Specialty and their clients, are happy.
“By partnerinvg with select subcontractors and doing a volume of busines s with those firms virtuallyeliminates nickel-and-diming the Bryan says. “Also, prompt payment to subcontractoras and vendors enables us to achieve the very best for theinvestmenf dollar, passing these savingws along to the client.” B&B Specialty Contractors also continually monitors every job to make sure it stays on time and unde budget, making sure it keeps the property ownerd and developers in the loop of Kevin Clarkson, senior vice president of assetf services with Memphis, got to know B&gB Specialty Contractors when the company was working as a subcontractor for a different general contractor years ago.
“Througu that experience and afteer we realized that they did more than subcontractor we started working with them as agenerakl contractor,” Clarkson says. B&v Specialty Contractors’ focus on tenant improvement andinfilpl work, especially in office buildings, has set the company apart when it comea to dealing with clients such as CB Richard “They don’t build things out of the ground and therefore they’re geared up to do very specificf jobs which make up a chunki of our business,” Clarksomn says. “The relationship really works well.
” B&B Specialty Contractores has been diligent about getting good pricinh and has always beenon deadline, accordingh to Clarkson. “Those qualities matched up one-for-one with what makez CB Richard Ellisstand out,” he says. “We’rd always deadline driven and we’re alway cost driven. It meshes very well.”
At , Inc., that scenario won’t become a reality because company president Frank Bryan and the work sitesupervisor won’t allow it. One challenge for B&B Specialty Contractorsw is maintaining a professional image among itsconstruction staff, something which is especially importanr due to its focus on the finish-ougt of commercial interiors. This means its employees find themselvexsin office, industrial, hospitality, retail, medical and education work spacesx every day, a situation which requiresa a special touch. “If you go into the office of a companulike , they want you to hang that wall coverinyg in their conference room, clean up and get out of Bryan says.
“They don’t want to know you were even B&B Specialty Contractors doesn’t allos its construction workers to have earrings orother piercings. It also requireds them to wear shirtss with the company logo and ashirt pocket. Shirtss must also be tucked in while employeee are on thejob site. The company also takesx job site conduct very not allowing cursing or any otherdisruptive behavior. This has a been a significangt set of rules forthe company’as employees since Bryan founded it in 1977. “Wed work around occupied space and we understanra company’s need to conduct its businese and be around construction at the same time,” Bryan says.
“W pride ourselves on staying out ofa customer’s way as much as we Another of B&B Specialty Contractors’ main as with any construction is to prevent cost overrunx on projects. B&B Specialty Contractorz prevents cost overruns inmany ways, but especially by carefullgy choosing which companies it partner s with on jobs. The company migh t do millions of dollars of work with a particula rsubcontractor annually, which helps ensures quality because it becomed a long-term business relationship. To maintainh that work flow over thelong term, companies will go out of theif way to make sure B&B Specialty and their clients, are happy.
“By partnerinvg with select subcontractors and doing a volume of busines s with those firms virtuallyeliminates nickel-and-diming the Bryan says. “Also, prompt payment to subcontractoras and vendors enables us to achieve the very best for theinvestmenf dollar, passing these savingws along to the client.” B&B Specialty Contractors also continually monitors every job to make sure it stays on time and unde budget, making sure it keeps the property ownerd and developers in the loop of Kevin Clarkson, senior vice president of assetf services with Memphis, got to know B&gB Specialty Contractors when the company was working as a subcontractor for a different general contractor years ago.
“Througu that experience and afteer we realized that they did more than subcontractor we started working with them as agenerakl contractor,” Clarkson says. B&v Specialty Contractors’ focus on tenant improvement andinfilpl work, especially in office buildings, has set the company apart when it comea to dealing with clients such as CB Richard “They don’t build things out of the ground and therefore they’re geared up to do very specificf jobs which make up a chunki of our business,” Clarksomn says. “The relationship really works well.
” B&B Specialty Contractores has been diligent about getting good pricinh and has always beenon deadline, accordingh to Clarkson. “Those qualities matched up one-for-one with what makez CB Richard Ellisstand out,” he says. “We’rd always deadline driven and we’re alway cost driven. It meshes very well.”
Tuesday, September 14, 2010
Tampa Museum of Art names Seth D. Pevnick curator - Los Angeles Business from bizjournals:
xiwyxucupewox.blogspot.com
Pevnick is joining TMA from the at the Gettyg Villain Malibu, Calif. He remainz co-curator of its upcoming The Chimaeraw ofArezzo exhibition, which opens in In his new role, Pevnick will design and oversee the installationn of the permanent collection in the Barbaras and Costas Lemonopoulos Greek and Roman Gallery. He also will organize and circulatse Greek andRoman exhibitions, perform and publish research on the and educate the public on the museum’s antiquities collection. Pevnick is a doctoral candidate in the Interdepartmental Graduatwe Program of the Cotsen Institute of Archaeologt inLos Angeles. He received a master of arts degre in archaeologyat U.C.
, a master of arts degree in elementarty education from in Los Angeles and a bachelor of arts in classicalp archaeology from in Hanover, N.H., a releass from TMA said. TMA’s new location remains unde r construction at Curtis Hixon Waterfrongt Park indowntown Tampa. The 66,000-square-foot Cornelia Corbety Center building is set to open inearly 2010. TMA’s interim facility is locates onHoward Avenue.
Pevnick is joining TMA from the at the Gettyg Villain Malibu, Calif. He remainz co-curator of its upcoming The Chimaeraw ofArezzo exhibition, which opens in In his new role, Pevnick will design and oversee the installationn of the permanent collection in the Barbaras and Costas Lemonopoulos Greek and Roman Gallery. He also will organize and circulatse Greek andRoman exhibitions, perform and publish research on the and educate the public on the museum’s antiquities collection. Pevnick is a doctoral candidate in the Interdepartmental Graduatwe Program of the Cotsen Institute of Archaeologt inLos Angeles. He received a master of arts degre in archaeologyat U.C.
, a master of arts degree in elementarty education from in Los Angeles and a bachelor of arts in classicalp archaeology from in Hanover, N.H., a releass from TMA said. TMA’s new location remains unde r construction at Curtis Hixon Waterfrongt Park indowntown Tampa. The 66,000-square-foot Cornelia Corbety Center building is set to open inearly 2010. TMA’s interim facility is locates onHoward Avenue.
Sunday, September 12, 2010
Hawaii Medical Center files turnaround plan - Pacific Business News (Honolulu):
evlampiyacyxybyw.blogspot.com
Hawaii Medical Center officials detailedf the change in theitr latest reorganization plan filed Mondayin U.S. Bankruptcy Court in They will keeptheirr other, more profitable hospital, HMC West in Ewa, a for-profi t entity. In Monday’s 59-page filing, Hawaii Medicalo Center asked the courft to reduce the amount of money it owesto , specificallty the $46 million for the purchases of the two hospitals and $14 million for the land It also is negotiating with creditors and lenders to repagy millions in loans over the next four St. Francis CEO Sister Agnelle Ching said in a statement that she is concernexd with thenew plan, adding that St.
Franciw has been more than patient with Hawaii Medical Center both before and duringv thebankruptcy proceedings. “W have not received payments on our loanz to them fora year, and the past-due amoun t has now reached more than $9 million,” she said in the “These are funds we have been countinb on to expand our health-care servicexs to the community. Our expansion plans have been put in jeopardyt and we do not want to delay our plans any HawaiiMedical Center, which bought the formef St. Francis hospitals in January 2007for $67.9 filed for Chapter 11 bankruptcy protection in U.S. Bankruptcgy Court last Aug.
28 after its lender, Siemen s Financial, refused to extend existing loan agreements for its HMC East and HMC Last year, the hospital laid off more than 230 employeed to cut costs and It now has approximately 700 employees. Hawaiui Medical Center is a partnershilp ofCHA Hawaii, an affiliate of , a leading U.S. hospita management company, and the more than 130 Hawaii-based physiciane who form LLC.
Hawaii Medical Center officials detailedf the change in theitr latest reorganization plan filed Mondayin U.S. Bankruptcy Court in They will keeptheirr other, more profitable hospital, HMC West in Ewa, a for-profi t entity. In Monday’s 59-page filing, Hawaii Medicalo Center asked the courft to reduce the amount of money it owesto , specificallty the $46 million for the purchases of the two hospitals and $14 million for the land It also is negotiating with creditors and lenders to repagy millions in loans over the next four St. Francis CEO Sister Agnelle Ching said in a statement that she is concernexd with thenew plan, adding that St.
Franciw has been more than patient with Hawaii Medical Center both before and duringv thebankruptcy proceedings. “W have not received payments on our loanz to them fora year, and the past-due amoun t has now reached more than $9 million,” she said in the “These are funds we have been countinb on to expand our health-care servicexs to the community. Our expansion plans have been put in jeopardyt and we do not want to delay our plans any HawaiiMedical Center, which bought the formef St. Francis hospitals in January 2007for $67.9 filed for Chapter 11 bankruptcy protection in U.S. Bankruptcgy Court last Aug.
28 after its lender, Siemen s Financial, refused to extend existing loan agreements for its HMC East and HMC Last year, the hospital laid off more than 230 employeed to cut costs and It now has approximately 700 employees. Hawaiui Medical Center is a partnershilp ofCHA Hawaii, an affiliate of , a leading U.S. hospita management company, and the more than 130 Hawaii-based physiciane who form LLC.
Saturday, September 11, 2010
Charlotte transit post a great job ... all day every day - Charlotte Business Journal:
http://surcho.com/authors/author-112.html
Good question. Before you apply, there are a couple of thingsd to keepin mind. Sure, it’s old news that the soon-to-be-departed transit CEO, has spent plenty of time lobbyinv for federal and statee money while steering preliminary work onthe billion-dollatr light-rail extension and a $378 million commuter-rail line. Plunging transig tax revenue has made the expansion discussion far more complicated than Will CATS be forced to choose one of its rail linesw overthe other, or can it find a way to do both?
At the same time, a simmering debate over a possible new transit tax, doubling the current one, also Some city and county leader s favor at least gaining the right to put the tax beforde the voters by seeking General Assemblg approval. But a coalition of business and politicao leaders prefers to see new dollars funneledto Parker, seated in his uptown officew overlooking the transit center, cites none of those things during an interview a few hoursw after announcing he’s headed to Texas to run San Antonio’s transit Instead, he describes what the giftsa and burdens are of a job that routinely consumes 75 hoursx a week or more.
As with football coaches, Parker sees few, if any, transitf executives spending decades in their jobstheser days. At 42, he envisions another five yearws — eight, at most before turning to teachinbg transit at thecollege level. Why? Because the pressure, the spotlightt and the worries are What keeps Parker upat night? Plent y of things. “It is an enormously grindin g job because there are somany audiences,” Parker reflecting on his 18-month tenuree leading CATS. “The transit director in Charlottw is very different from the transit directotr in Raleigh or even the transit directore in some other major citiew because of how it startede and the attentionit gets.
” Like? “Like the attentioh me leaving would get.” Here, Parker notes, the transigt chief generates the same interest and scrutiny as the police the school superintendent and the city People want to see the CATS chief’sd e-mail, his schedule and, most of all, his No time to complain abourt that, though. As transit CEO, you’re presidinfg over a business that runs 24 hourdsa day, seven days a week — holidayes need not apply. of course, you have the occasional silo collapsinyg alongyour light-rail line or someone crashing into your control box. All of whicjh pales next to the real worriews any transitchief faces.
The doomsday scenarip is something Parker has notrouble sharing, sinced it has run through his mind more than a few A perfect safety record can be ruined in a A bus driver can go out one get drunk and jump behind the wheelo and kill a family. At any moment. In a granxd understatement, Parker says, “All of those thinge lend itself to a very complex andchallenginy environment.” Applications, anyone?
Good question. Before you apply, there are a couple of thingsd to keepin mind. Sure, it’s old news that the soon-to-be-departed transit CEO, has spent plenty of time lobbyinv for federal and statee money while steering preliminary work onthe billion-dollatr light-rail extension and a $378 million commuter-rail line. Plunging transig tax revenue has made the expansion discussion far more complicated than Will CATS be forced to choose one of its rail linesw overthe other, or can it find a way to do both?
At the same time, a simmering debate over a possible new transit tax, doubling the current one, also Some city and county leader s favor at least gaining the right to put the tax beforde the voters by seeking General Assemblg approval. But a coalition of business and politicao leaders prefers to see new dollars funneledto Parker, seated in his uptown officew overlooking the transit center, cites none of those things during an interview a few hoursw after announcing he’s headed to Texas to run San Antonio’s transit Instead, he describes what the giftsa and burdens are of a job that routinely consumes 75 hoursx a week or more.
As with football coaches, Parker sees few, if any, transitf executives spending decades in their jobstheser days. At 42, he envisions another five yearws — eight, at most before turning to teachinbg transit at thecollege level. Why? Because the pressure, the spotlightt and the worries are What keeps Parker upat night? Plent y of things. “It is an enormously grindin g job because there are somany audiences,” Parker reflecting on his 18-month tenuree leading CATS. “The transit director in Charlottw is very different from the transit directotr in Raleigh or even the transit directore in some other major citiew because of how it startede and the attentionit gets.
” Like? “Like the attentioh me leaving would get.” Here, Parker notes, the transigt chief generates the same interest and scrutiny as the police the school superintendent and the city People want to see the CATS chief’sd e-mail, his schedule and, most of all, his No time to complain abourt that, though. As transit CEO, you’re presidinfg over a business that runs 24 hourdsa day, seven days a week — holidayes need not apply. of course, you have the occasional silo collapsinyg alongyour light-rail line or someone crashing into your control box. All of whicjh pales next to the real worriews any transitchief faces.
The doomsday scenarip is something Parker has notrouble sharing, sinced it has run through his mind more than a few A perfect safety record can be ruined in a A bus driver can go out one get drunk and jump behind the wheelo and kill a family. At any moment. In a granxd understatement, Parker says, “All of those thinge lend itself to a very complex andchallenginy environment.” Applications, anyone?
Thursday, September 9, 2010
Dell: W-S work force reduction totals 260 - Silicon Valley / San Jose Business Journal:
http://www.0fx.info/authors/author-182.html
Monday marked the first time anyone outside the including officials with the city of learned the current employment numbers following thejob cuts. The city and Forsytb County have combined to offer the computemaker $22 million in incentives, provided Dell invests at least $100 millio n in its plant and employs 1,7000 people by September 2010. But the companyt had remained tight-lipped about its employment figures following the layoffs, and Mayor Allen Joines called for a meetingg with Dell officials. Frank a vice president with Dell, said the recession has causedr fewer people tobuy computers.
He said that worldwide computerr shipments were down 7 percent in thefirstg quarter, the first year-over-year decline in more than eigh years. "Dell is fully accountable for performance-based Miller said. "Not as many computers are beinh sold, and we must size our staff accordingly. We do not take reductionsa lightly." And more customers are shiftingto laptops. The Winston-Salem plantf manufactures desktop computers, though Miller noted it was builty with flexibility in mind and could possibly begi n makingother products, such as though he declined to say how likelu that might be.
Miller said the company has alreadyu invested morethan $130 million in the Winston-Salem plant, including a recent $10 million spenft on improvements to a production line, meetingy that part of the incentive Donna Oldham, a Dell said that the company could not say when or if it woulds employ the 1,700 required to earn all the saying that if Dell did not fulfillo the requirement the company would not acceptt the incentives package.
Dell typicalluy releases its total worldwide employment once a year and only reportasits Winston-Salem employment once a year in an updates to city, county and state Company spokesman David Frank said competitorsd could calculate how many computers an individual plant was able to produce and exploit that advantagwe if employment figures were more readily Miller also said Dell has instituted a recalk program, so that should the economgy rebound and production increase at the plant, laid off workers will be the firsf ones called to fill new Joines said he is hopeful that Dell officials will make employment figures more readily available in the future.
Monday marked the first time anyone outside the including officials with the city of learned the current employment numbers following thejob cuts. The city and Forsytb County have combined to offer the computemaker $22 million in incentives, provided Dell invests at least $100 millio n in its plant and employs 1,7000 people by September 2010. But the companyt had remained tight-lipped about its employment figures following the layoffs, and Mayor Allen Joines called for a meetingg with Dell officials. Frank a vice president with Dell, said the recession has causedr fewer people tobuy computers.
He said that worldwide computerr shipments were down 7 percent in thefirstg quarter, the first year-over-year decline in more than eigh years. "Dell is fully accountable for performance-based Miller said. "Not as many computers are beinh sold, and we must size our staff accordingly. We do not take reductionsa lightly." And more customers are shiftingto laptops. The Winston-Salem plantf manufactures desktop computers, though Miller noted it was builty with flexibility in mind and could possibly begi n makingother products, such as though he declined to say how likelu that might be.
Miller said the company has alreadyu invested morethan $130 million in the Winston-Salem plant, including a recent $10 million spenft on improvements to a production line, meetingy that part of the incentive Donna Oldham, a Dell said that the company could not say when or if it woulds employ the 1,700 required to earn all the saying that if Dell did not fulfillo the requirement the company would not acceptt the incentives package.
Dell typicalluy releases its total worldwide employment once a year and only reportasits Winston-Salem employment once a year in an updates to city, county and state Company spokesman David Frank said competitorsd could calculate how many computers an individual plant was able to produce and exploit that advantagwe if employment figures were more readily Miller also said Dell has instituted a recalk program, so that should the economgy rebound and production increase at the plant, laid off workers will be the firsf ones called to fill new Joines said he is hopeful that Dell officials will make employment figures more readily available in the future.
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