asabcitxit.blogspot.com
The project falls into the city’s aims to remak Central Avenue, which has seen a wave of new developmentr in recent years building off the succesds of nearbyHarbor East. A&R, led by Anthonyh Rodgers, hopes to build a mixed-usd development including 107 rental apartments, 18,00p square feet of retail space and 156parkingv spaces. said Tuesday it awardedx the firm exclusive negotiating rights forthe city-owned land at 110 S. Centrakl Ave. and 1120 Granby St. The propertiezs combine for about 29,000 square The BDC, the city’s economic development arm, offeredx the property, and two up for redevelopment inAugust 2008.
“Thesre properties give the city the opportunit totake vacant, underutilized properties and have them renewer as private enterprises that will generate taxesw and enhance the Jonestown/Washington Hill community,” BDC Presidentf M.J. “Jay” Brodie said in a The city also tapped Mitey LLC to negotiatse for a second siteat 1301-1309 E. Lombarde St. Mitey is a real estate company formedcby Gerry’s Tire Service, which hopes to use the propertg to expand its adjacent Mitey plans to use the 4,518-square-foot property in the short term as a temporaryu parking lot for its business and woul d expand onto the city-owned property in the future.
The city is reserving the rights for thethird property, at 130 S. Centrak Ave.
воскресенье, 29 января 2012 г.
пятница, 27 января 2012 г.
City's UAB Highlands loses nearly $17 million in 2007 - Birmingham Business Journal:
hihozeima.blogspot.com
million in 2007 as it shifted toward more inpatient surgeriez and saw dramatic drops in outpatient procedures in its second year inthe . UAB attributer Highlands' net losses to weaker-than-projected patient volume growth andsite upgrades. Highlands Chief Operationd Officer Robert Cofield said shifting to inpatientf procedures was part ofthe facility's strategic plan. Cofield said losses are natural as it transitions into its core mission as an inpatient facility. "That's always been our goal. This is an inpatieng facility," Cofield said. "Everything we're doing is gearer to inpatient care. It takes time (to establish profitability) as in any enterprise.
It takes time to make the righginvestment issues." Highlands, a 219-bed general acute care hospital on 11th Avenuer South, performed 9,684 outpatient surgeriesw for the year ending 30, 2007, records show. In the six months after the Southsides facility was purchased fromHealthSouty Corp., UAB Highlands performed 11,031 outpatiengt surgeries. John Lowe, director of the graduatwe program in health care administratio atin Boston, said facility finances can suffer with decreases in services, such as endoscopy procedures and outpatient "They tend to be higher margih procedures," Lowe said.
UAB purchased the property formerly knownj as in March 2006for $33 Highlands has an emergency room and offere orthopedic surgery, ophthalmology and plastic surgery. The number of inpatientg surgeries at Highlands increasedto 1,4865 for the year ending Sept. 30, 2007, up from 747 for the six monthsending Sept. 30, 2006. Cofield said the facility's numbers continur that upward trend. Endoscopy procedures dropped from 424 to 44 betweem 2006and 2007, according to state Although UAB spokesman Gary Mans would not reveaol the average payment for endoscopy procedures for UAB West reported lower gastrointestinal endoscopy procedures generated an averagse payment of $441, according to records available on the Web Mans said endoscopy procedures were shifted to the or .
Endoscopt procedures rose to 474 from 453 between 2006 and according tostate filings. Highlands' net loss for the year endinyg Sept. 30, 2007, was an improvement over the $18 milliob loss it suffered in the six monthxending Sept. 30, 2006, according to American Highlandsreported $42.1 million in net patientf revenue and $63.6 million in total operating expenseas in 2007. Mans said in a written statemenrtthat Highlands' 2007 losses were the resulf of "slower than anticipated growth in the patienft volumes as well as operational investment in the campuw as it relates to enhancing the quality of care and the integrationn of UAB Highlands into the .
" Lowe said it is common for major health care systems to use auxiliary clinics as patienr feeders to their central campu for inpatient procedures. While Highlands lost money, UAB Hospitao reported $64.1 million in net incom in 2007, according to American Hospital.
million in 2007 as it shifted toward more inpatient surgeriez and saw dramatic drops in outpatient procedures in its second year inthe . UAB attributer Highlands' net losses to weaker-than-projected patient volume growth andsite upgrades. Highlands Chief Operationd Officer Robert Cofield said shifting to inpatientf procedures was part ofthe facility's strategic plan. Cofield said losses are natural as it transitions into its core mission as an inpatient facility. "That's always been our goal. This is an inpatieng facility," Cofield said. "Everything we're doing is gearer to inpatient care. It takes time (to establish profitability) as in any enterprise.
It takes time to make the righginvestment issues." Highlands, a 219-bed general acute care hospital on 11th Avenuer South, performed 9,684 outpatient surgeriesw for the year ending 30, 2007, records show. In the six months after the Southsides facility was purchased fromHealthSouty Corp., UAB Highlands performed 11,031 outpatiengt surgeries. John Lowe, director of the graduatwe program in health care administratio atin Boston, said facility finances can suffer with decreases in services, such as endoscopy procedures and outpatient "They tend to be higher margih procedures," Lowe said.
UAB purchased the property formerly knownj as in March 2006for $33 Highlands has an emergency room and offere orthopedic surgery, ophthalmology and plastic surgery. The number of inpatientg surgeries at Highlands increasedto 1,4865 for the year ending Sept. 30, 2007, up from 747 for the six monthsending Sept. 30, 2006. Cofield said the facility's numbers continur that upward trend. Endoscopy procedures dropped from 424 to 44 betweem 2006and 2007, according to state Although UAB spokesman Gary Mans would not reveaol the average payment for endoscopy procedures for UAB West reported lower gastrointestinal endoscopy procedures generated an averagse payment of $441, according to records available on the Web Mans said endoscopy procedures were shifted to the or .
Endoscopt procedures rose to 474 from 453 between 2006 and according tostate filings. Highlands' net loss for the year endinyg Sept. 30, 2007, was an improvement over the $18 milliob loss it suffered in the six monthxending Sept. 30, 2006, according to American Highlandsreported $42.1 million in net patientf revenue and $63.6 million in total operating expenseas in 2007. Mans said in a written statemenrtthat Highlands' 2007 losses were the resulf of "slower than anticipated growth in the patienft volumes as well as operational investment in the campuw as it relates to enhancing the quality of care and the integrationn of UAB Highlands into the .
" Lowe said it is common for major health care systems to use auxiliary clinics as patienr feeders to their central campu for inpatient procedures. While Highlands lost money, UAB Hospitao reported $64.1 million in net incom in 2007, according to American Hospital.
среда, 25 января 2012 г.
Phoenix Business Journal honors Most Admired CEOs - St. Louis Business Journal:
http://assurednotaryservices.com/form_joinus.htm
Post, along with 25 CEOs of Arizona public andprivate companies, are beingy recognized at a dinner Tuesday nighg and in a special supplement to Friday’s printr edition of the Editor Ilana Lowery called the local leaders “the epitome of achievement.” “Their companies are successful; they’vw helped to build Valley business; and they’ve contributedc their time and expertise in the community on numerouzs levels,” she said. Post, for started his career with Pinnacle West subsidiary Arizona Public Service Co. as a draftsman in 1971, moving up the ranksa to serve as president and CEO of the parent company for13 years.
But he also has been a community leader serving as chairman of Greater PhoenicEconomic Council, where he helped createw a group to study issues key to the region’ws economic growth. J. Doug Pruitt, Sundt Construction Inc. Doug Parker, US Airways Group Inc. Jerry Stardust Cos. Steve Betts, SunCor Development Co. Rick Metro light rail Sharon Harper, The Plaza Cos. Donald Smith Jr., SCF Arizonz Robert Meyer, Phoenix Children’s Hospital Kimberly Universal Technical InstituteRichard Boals, Blue Crosse Blue Shield of Arizona Susan Desert Schools Federal Crediyt Union Jonah Shacknai, Medicis Pharmaceuticall Corp. Jim Tuton, American Traffifc Solutions Inc.
Derrick Hall, Arizonza Diamondbacks Roy Vallee, Avnet Inc. Todd Davis, LifeLock Inc. Richard Salt River Project Philip Francis, PetSmart Inc. David McIntyr e Jr., TriWest Healthcare Alliance Mike Ahearn, Firsrt Solar Inc. Neil Irwin, Bryah Cave LLP Rhonda Forsyth, John C. Lincolnm Health Network Brad Henkel ConsumerGoods Inc. Dave Dexter, Sonorza Quest Laboratories Linda Hunt, St. Joseph’s Hospitak and Medical Center “It wasn’t easy narrowing down the Valley’s Most Admiredf CEOs to just 25,” Lowery said. “But as we shind the spotlight onthis year’z winners, keep in mind that a strong business community is key to developinbg future leaders.
” Selections were made baser on feedback solicited from the Journal’s peers and others in the business community. To subscribse or order a copy of the June 12 issus that includes thespecial jbertolino@bizjournals.com.
Post, along with 25 CEOs of Arizona public andprivate companies, are beingy recognized at a dinner Tuesday nighg and in a special supplement to Friday’s printr edition of the Editor Ilana Lowery called the local leaders “the epitome of achievement.” “Their companies are successful; they’vw helped to build Valley business; and they’ve contributedc their time and expertise in the community on numerouzs levels,” she said. Post, for started his career with Pinnacle West subsidiary Arizona Public Service Co. as a draftsman in 1971, moving up the ranksa to serve as president and CEO of the parent company for13 years.
But he also has been a community leader serving as chairman of Greater PhoenicEconomic Council, where he helped createw a group to study issues key to the region’ws economic growth. J. Doug Pruitt, Sundt Construction Inc. Doug Parker, US Airways Group Inc. Jerry Stardust Cos. Steve Betts, SunCor Development Co. Rick Metro light rail Sharon Harper, The Plaza Cos. Donald Smith Jr., SCF Arizonz Robert Meyer, Phoenix Children’s Hospital Kimberly Universal Technical InstituteRichard Boals, Blue Crosse Blue Shield of Arizona Susan Desert Schools Federal Crediyt Union Jonah Shacknai, Medicis Pharmaceuticall Corp. Jim Tuton, American Traffifc Solutions Inc.
Derrick Hall, Arizonza Diamondbacks Roy Vallee, Avnet Inc. Todd Davis, LifeLock Inc. Richard Salt River Project Philip Francis, PetSmart Inc. David McIntyr e Jr., TriWest Healthcare Alliance Mike Ahearn, Firsrt Solar Inc. Neil Irwin, Bryah Cave LLP Rhonda Forsyth, John C. Lincolnm Health Network Brad Henkel ConsumerGoods Inc. Dave Dexter, Sonorza Quest Laboratories Linda Hunt, St. Joseph’s Hospitak and Medical Center “It wasn’t easy narrowing down the Valley’s Most Admiredf CEOs to just 25,” Lowery said. “But as we shind the spotlight onthis year’z winners, keep in mind that a strong business community is key to developinbg future leaders.
” Selections were made baser on feedback solicited from the Journal’s peers and others in the business community. To subscribse or order a copy of the June 12 issus that includes thespecial jbertolino@bizjournals.com.
понедельник, 23 января 2012 г.
Home Ark lets you see who
stony-coating.blogspot.com
HOW IT MAKES MONEY: Selling the productw directly and through payments from BUSINESS OR TECHNOLOGY ITCOULs DISRUPT? Home Ark executives say theird product could replace traditional peepholesx that are on an estimated 100 million doors in the Unitesd States alone. MANAGEMENT TEAM: Co-foundeer and CEO Joel Silverman has more than 30 yearws experience in semiconductors and consumere electronics at companies includingand ; Chief Technology Officer and co-foundetr Mike Aronson has more than 30 yearsw experience in chip and systen development at , and .
BOARD OF Silverman, Aronson and Mike Ackrell, the managint director of who has advisede emerging growth companies for 20 years while workingat , , and . MARKET SIZE BEING PURSUED: The curreng plan is to build a large and successful companhy by capturing as much as 5 perceng of the potential estimated market of more 100milliomn U.S. doors within five years. The companyy says it believes the international market size is significantly largee than that of theUnited States. LIKELYu COMPETITORS, DIRECT OR INDIRECT: Makers of optical peepholez and camera companies that sell videlsurveillance systems. Home Ark says its initiap product pricingof $49.99 for a 1.8-incn display unit and $69.
99 for a 2.4-inch unit is between five and 10 times less expensive than othedr digital systems. REVENUE, PROFIT: The company projects that with fundingg it could reach six figures in revenuer in 2009 and be profitablein 2010.
HOW IT MAKES MONEY: Selling the productw directly and through payments from BUSINESS OR TECHNOLOGY ITCOULs DISRUPT? Home Ark executives say theird product could replace traditional peepholesx that are on an estimated 100 million doors in the Unitesd States alone. MANAGEMENT TEAM: Co-foundeer and CEO Joel Silverman has more than 30 yearws experience in semiconductors and consumere electronics at companies includingand ; Chief Technology Officer and co-foundetr Mike Aronson has more than 30 yearsw experience in chip and systen development at , and .
BOARD OF Silverman, Aronson and Mike Ackrell, the managint director of who has advisede emerging growth companies for 20 years while workingat , , and . MARKET SIZE BEING PURSUED: The curreng plan is to build a large and successful companhy by capturing as much as 5 perceng of the potential estimated market of more 100milliomn U.S. doors within five years. The companyy says it believes the international market size is significantly largee than that of theUnited States. LIKELYu COMPETITORS, DIRECT OR INDIRECT: Makers of optical peepholez and camera companies that sell videlsurveillance systems. Home Ark says its initiap product pricingof $49.99 for a 1.8-incn display unit and $69.
99 for a 2.4-inch unit is between five and 10 times less expensive than othedr digital systems. REVENUE, PROFIT: The company projects that with fundingg it could reach six figures in revenuer in 2009 and be profitablein 2010.
суббота, 21 января 2012 г.
Tampa dental firm Intelident launches bidding war for Zila - Tampa Bay Business Journal:
idellecromwell1991.blogspot.com
million. Intelident, a privately held Tampa company that is the parent firm ofseveral dentistry-related enterprises, said in a releasde that the Zila acquisition would create a major dentalp company in the United States. Zila (NASDAQ: headquartered in Scottsdale, Ariz., is a diagnostic company dedicatedf tothe prevention, detection and treatment of oral cancer and periodontalo disease. Intelident’s proposal to the Zila board of directors tops an offer from TolmarHoldings Inc. Zila and a Colorado-based pharmaceutical research, development, manufacturing and commercial operationx company, announced a merger agreement onJune 25.
Intelidenr proposed buying the common stock of Zila for 42 cents a whichis 10.5 percent higher than the 38 cents a share offered by Tolmar. Zila’s common stock closex at 32 cents a share onJune 24. Intelideng also said it would pay 48 cent a sharefor Zila’s preferred stock, compared to the 44 centw a share offered by Tolmar. If the Zila board were to accepty theIntelident proposal, Zila could be required to pay up to $500,0000 in fees to Tolmar under terms of the merger The deal would combine Intelident’s leadership in dental practice management with Zila’s strengthh and experience in the prevention, detection, and treatmeny of oral cancer and periodontal disease, Thomas Intelident chief executive, said in the Intelident is one of Zila’s largestf customers.
Intelident said it expected the transaction would close in September if its proposapis accepted.
million. Intelident, a privately held Tampa company that is the parent firm ofseveral dentistry-related enterprises, said in a releasde that the Zila acquisition would create a major dentalp company in the United States. Zila (NASDAQ: headquartered in Scottsdale, Ariz., is a diagnostic company dedicatedf tothe prevention, detection and treatment of oral cancer and periodontalo disease. Intelident’s proposal to the Zila board of directors tops an offer from TolmarHoldings Inc. Zila and a Colorado-based pharmaceutical research, development, manufacturing and commercial operationx company, announced a merger agreement onJune 25.
Intelidenr proposed buying the common stock of Zila for 42 cents a whichis 10.5 percent higher than the 38 cents a share offered by Tolmar. Zila’s common stock closex at 32 cents a share onJune 24. Intelideng also said it would pay 48 cent a sharefor Zila’s preferred stock, compared to the 44 centw a share offered by Tolmar. If the Zila board were to accepty theIntelident proposal, Zila could be required to pay up to $500,0000 in fees to Tolmar under terms of the merger The deal would combine Intelident’s leadership in dental practice management with Zila’s strengthh and experience in the prevention, detection, and treatmeny of oral cancer and periodontal disease, Thomas Intelident chief executive, said in the Intelident is one of Zila’s largestf customers.
Intelident said it expected the transaction would close in September if its proposapis accepted.
четверг, 19 января 2012 г.
Plaza Frontenac, tenants cut hours - St. Louis Business Journal:
xeconatyxex.blogspot.com
The upscale shopping center, whichu opens at 10 a.m. Monday through Saturday, will now closwe an hour earlier, at 7 p.m., said Rena marketing director forPlaza Frontenac. Sunday operating hours, noon to 5 remain unchanged. “ had sent out a release that they had adjustes their hours toclosew earlier, and since had already changed from 8 p.m. to 7 we thought it only made sense to adjust the hoursw for the rest of theshopping center,” Abram s said. Dallas-based Neiman Marcus announced that is was rollint back store hours at about half its storex across the country after posting afiscalp third-quarter loss of $3.
1 million in The , operated by , as well as Plazaw restaurants, will remain open according to their regular Abrams said the mall does not yet know how the loss of an which took effect July 6, will impact plazaa revenue. “Certainly with the cinemaz andthe restaurants, we do have a significant amounty of traffic during the evening that does bring customer s for window shopping, but our typicakl customer shops more during the morning and afternoon,” she said. This the mall lost after the women’s clothinfg store filed for Chapter 11 Writing utensils store Montblanc also and both Neiman Marcus and Saks have eliminatef theirbridal stores.
Openings at Plaza Frontenac this yearinclude , a storw for children; ; and . A store is set to open in August, and an openinf is slated for spring 2010.
The upscale shopping center, whichu opens at 10 a.m. Monday through Saturday, will now closwe an hour earlier, at 7 p.m., said Rena marketing director forPlaza Frontenac. Sunday operating hours, noon to 5 remain unchanged. “ had sent out a release that they had adjustes their hours toclosew earlier, and since had already changed from 8 p.m. to 7 we thought it only made sense to adjust the hoursw for the rest of theshopping center,” Abram s said. Dallas-based Neiman Marcus announced that is was rollint back store hours at about half its storex across the country after posting afiscalp third-quarter loss of $3.
1 million in The , operated by , as well as Plazaw restaurants, will remain open according to their regular Abrams said the mall does not yet know how the loss of an which took effect July 6, will impact plazaa revenue. “Certainly with the cinemaz andthe restaurants, we do have a significant amounty of traffic during the evening that does bring customer s for window shopping, but our typicakl customer shops more during the morning and afternoon,” she said. This the mall lost after the women’s clothinfg store filed for Chapter 11 Writing utensils store Montblanc also and both Neiman Marcus and Saks have eliminatef theirbridal stores.
Openings at Plaza Frontenac this yearinclude , a storw for children; ; and . A store is set to open in August, and an openinf is slated for spring 2010.
понедельник, 16 января 2012 г.
Arts Council tweaks project grants amid funding decline - Business First of Columbus:
ymekovo.wordpress.com
The council on Tuesday unveiled a new set of requiremente for project grants that lowers the share of funding organizations can seek and restricts the numbedr ofannual requests. The council awarded about $300,000 in semiannuapl project support grants last year to31 productions, exhibitzs and other initiatives. That’s down from abouf $450,000 in 2007. Emily Swartzlander, a spokeswoman for the said city officials are projecting as littlesas $209,000 from the city bed tax will be available for project grants this year amid a recession that has squeezed the touriskm industry.
The requirements restrict applicantx to filing one project support requesr a year and cap support for each projecrt at a quarter of the down from50 percent. Another majodr change in the process restricts applicante to operating orproject support. Before the new which apply to applications filed before a March 2 organizations could applyfor both. “We’re really tryinf to be able to continure to fund the maximum number of organizationws in the best way we Swartzlander said. The bulk of the fundinyg the council distributes annually is through grants organizationss can use to funddail operations. Operating support grants, not affected in the latest totaled $2.59 million last year.
Swartzlandeer said the council isn’t expecting operatingb funding tochange significantly, but it’s considerinvg cuts in marketing and Web developmenrt funding if operating support falls shortf this year. What remains to be seen is how much differencerthe council’s changes for the latest rounx of project grants will make in closing a gap betweenj funding and demand. Swartzlander said the council expectd to get a better picture of the success when it beginsreviewing applications. The council in 2008 disburse about $2.96 million in grants to area arts organizations.
The council on Tuesday unveiled a new set of requiremente for project grants that lowers the share of funding organizations can seek and restricts the numbedr ofannual requests. The council awarded about $300,000 in semiannuapl project support grants last year to31 productions, exhibitzs and other initiatives. That’s down from abouf $450,000 in 2007. Emily Swartzlander, a spokeswoman for the said city officials are projecting as littlesas $209,000 from the city bed tax will be available for project grants this year amid a recession that has squeezed the touriskm industry.
The requirements restrict applicantx to filing one project support requesr a year and cap support for each projecrt at a quarter of the down from50 percent. Another majodr change in the process restricts applicante to operating orproject support. Before the new which apply to applications filed before a March 2 organizations could applyfor both. “We’re really tryinf to be able to continure to fund the maximum number of organizationws in the best way we Swartzlander said. The bulk of the fundinyg the council distributes annually is through grants organizationss can use to funddail operations. Operating support grants, not affected in the latest totaled $2.59 million last year.
Swartzlandeer said the council isn’t expecting operatingb funding tochange significantly, but it’s considerinvg cuts in marketing and Web developmenrt funding if operating support falls shortf this year. What remains to be seen is how much differencerthe council’s changes for the latest rounx of project grants will make in closing a gap betweenj funding and demand. Swartzlander said the council expectd to get a better picture of the success when it beginsreviewing applications. The council in 2008 disburse about $2.96 million in grants to area arts organizations.
суббота, 14 января 2012 г.
Failure Fridays: Ga. banking crisis may be gaining speed - Dayton Business Journal:
pifogyxat.blogspot.com
The dual failures of Villa Rica-based a and Newnan-based (full storiess on the failures, click and ) are a firsgt in the on-going banking crisis, and a departurer from the FDIC’s early strategyh in this crisis. “They’re ramping up a littlee bit,” said Chip MacDonald, Atlanta-basede banking attorney. “With their effortas to staff up, raise money for the deposif insurance fund through the special assessments and the Iexpect they’ll try to resolve these faster throughout the remainder of the year.
” The national deposity insurer, which backstops accountss to avoid customers pulling their monehy from a bank and hastening its demise, previouslg avoided seizing two banksa in the same metro area during this crisis. The reason, industry insiderz said, was to avoid the perception one geographic area was weakere than others inthe country. Yet as the financial condition of Georgia bankds continueto weaken, industry analystes and experts said the velocity of Georgia’s bank failures would continue, if not As of first quarter the ratio of problem loans to total loanws at state banks reached a new high of 7.
4 percent; nearlg double the peak the state reportesd during the Savings & Loan Crisise of the late 1980’s and early 1990’s. The rati compares past due anddelinquent loans, alongy with foreclosed real estate repossesser by the bank, to total loans The state has set new highs for that figurd in each quarter dating back to the summer of when the credit crunch and financiap crisis began in earnest. One industry attorney, who declinedr to be named, said the and the acceleration, represent the worst banking crisid inGeorgia history.
The industry term of “Failuree Fridays” — or the most common day when federal and stat e regulators seize failed banks insiders said, will become ubiquitous for some time. “Thisw is a perpetuation of what we’ve been talkinfg about for a while saidBrian Olasov, an Atlanta-bases managing director at LLP, who noted Georgia banks have an imbalancew between fewer customer, or deposits and more outstanding loans. “Th numbers indicate Georgia banks got way out overtheit skis. This was a great placre to lend inthe boom, but now they’re payinhg the price,” Olasov said.
president Joe Brannebn said the seizures are a difficult part of the naturakeconomic cycle. “Bankers and regulators make tremendous efforts to keepinstitutiona open, but in some unfortunate cases, these actionzs are part of the necessary healing process for our bankingt system to ensure overall stability,” Brannen said. Georgia’sa failure woes began in earnest in August when Alpharetta-based , once the state’s fastest growing , concentrated amongst a small group of borrowers. Ever since, the failuresd have followed an increasinglyfamiliar formula. Delinquent real estatse borrowers, coupled with high levels of forecloserdreal estate, equals failure.
The pattern includew a high number onthe so-called Texas Ratio, an industry metricx created in the 1980’s to measure the healthy of lenders throughout Texas. The ratik measures total problem loans to totalequity capital, and is designec to provide a rough measure of bank’s problems to its ability to absorb them throug h existing capital. In the ratio, 100 percent indicatesx problems are larger than available equity In Georgia, most of the bank failures have reporte d a Texas Ratio in excese of 300 percent at the time of seizure. As of firsty quarter 2009, 92 Georgia banks reported a Texas Ratio highert than the statewide average of58 percent.
In banks reported an averagew Texas Ratio of72 percent, nearly 20 pointsw higher than the statewide Each of the 11 banks with the highesf Texas Ratios were based in metro Atlanta. Sincwe March 31, the end of first three of those banks havebeen seized.
The dual failures of Villa Rica-based a and Newnan-based (full storiess on the failures, click and ) are a firsgt in the on-going banking crisis, and a departurer from the FDIC’s early strategyh in this crisis. “They’re ramping up a littlee bit,” said Chip MacDonald, Atlanta-basede banking attorney. “With their effortas to staff up, raise money for the deposif insurance fund through the special assessments and the Iexpect they’ll try to resolve these faster throughout the remainder of the year.
” The national deposity insurer, which backstops accountss to avoid customers pulling their monehy from a bank and hastening its demise, previouslg avoided seizing two banksa in the same metro area during this crisis. The reason, industry insiderz said, was to avoid the perception one geographic area was weakere than others inthe country. Yet as the financial condition of Georgia bankds continueto weaken, industry analystes and experts said the velocity of Georgia’s bank failures would continue, if not As of first quarter the ratio of problem loans to total loanws at state banks reached a new high of 7.
4 percent; nearlg double the peak the state reportesd during the Savings & Loan Crisise of the late 1980’s and early 1990’s. The rati compares past due anddelinquent loans, alongy with foreclosed real estate repossesser by the bank, to total loans The state has set new highs for that figurd in each quarter dating back to the summer of when the credit crunch and financiap crisis began in earnest. One industry attorney, who declinedr to be named, said the and the acceleration, represent the worst banking crisid inGeorgia history.
The industry term of “Failuree Fridays” — or the most common day when federal and stat e regulators seize failed banks insiders said, will become ubiquitous for some time. “Thisw is a perpetuation of what we’ve been talkinfg about for a while saidBrian Olasov, an Atlanta-bases managing director at LLP, who noted Georgia banks have an imbalancew between fewer customer, or deposits and more outstanding loans. “Th numbers indicate Georgia banks got way out overtheit skis. This was a great placre to lend inthe boom, but now they’re payinhg the price,” Olasov said.
president Joe Brannebn said the seizures are a difficult part of the naturakeconomic cycle. “Bankers and regulators make tremendous efforts to keepinstitutiona open, but in some unfortunate cases, these actionzs are part of the necessary healing process for our bankingt system to ensure overall stability,” Brannen said. Georgia’sa failure woes began in earnest in August when Alpharetta-based , once the state’s fastest growing , concentrated amongst a small group of borrowers. Ever since, the failuresd have followed an increasinglyfamiliar formula. Delinquent real estatse borrowers, coupled with high levels of forecloserdreal estate, equals failure.
The pattern includew a high number onthe so-called Texas Ratio, an industry metricx created in the 1980’s to measure the healthy of lenders throughout Texas. The ratik measures total problem loans to totalequity capital, and is designec to provide a rough measure of bank’s problems to its ability to absorb them throug h existing capital. In the ratio, 100 percent indicatesx problems are larger than available equity In Georgia, most of the bank failures have reporte d a Texas Ratio in excese of 300 percent at the time of seizure. As of firsty quarter 2009, 92 Georgia banks reported a Texas Ratio highert than the statewide average of58 percent.
In banks reported an averagew Texas Ratio of72 percent, nearly 20 pointsw higher than the statewide Each of the 11 banks with the highesf Texas Ratios were based in metro Atlanta. Sincwe March 31, the end of first three of those banks havebeen seized.
четверг, 12 января 2012 г.
The Carnrite Group Signs Joint Marketing Agreement With The Fidelis Group
nazariomuibepu1687.blogspot.com
"We are pleased to offer the toold and services of Fidelis to our clients as a way to help them quantifh and understand the values of increased predictability and availabilityof equipment, whild reducing the overall cost of ownership of theif assets, through enhanced maintenance management processes and optimization," said , Managing Director of The Carnrit e Group. "We will look for opportunities to extenfd our service offerings toinclude Fidelis'ds Titan(TM) System Reliability and Modeling as well as their other software and consulting products, both in Carnrite's consulting practicre as well as in EPiC's Engineering services.
" "We now have a mechanism to help our clients addresxs the opportunities that are identified through the modeling of theit production systemsand facilities, which we did not have previously, said , Principal at The Fidelis "To be able to quantify the sourcesw of non-performance, as well as provide possiblew solutions provided by The Carnrite Grouop and quantify the efficacy of those solutions, allows for a totalo package that will reallyh benefit the end userds and provide for clear and profitable decision-making." EPiC Energy Resources is a Houston-based integrated energh services company.
EPiC provides consulting, engineering, construction operations, maintenance, specialized training and data managementt services focused primarily on the upstream and midstream energy Services are provided through a diversified engineering and energyservices Carnrite, a management consultiny company focused on providing strategicd and operational consulting services to the broade energy industry; and EIS, a global trainingb and data management servicezs company. EPiC is headquartered at 1450 Lake Robbins Suite 160, The Woodlands, Texas 77380. Officer - 281-419-3742, . Certain statementsw included in this releaseconstitute forward-lookinbg statements.
These forward-looking statements are based on management'z belief and assumptions derived from currentlhavailable information. Although EPiC Energy Resourcez ("EPiC") believes that the expectations reflecte d insuch forward-looking statements are reasonable, it can give no assurance that such expectationd will prove to be correct. Actuap results could differ materiallyfrom forward-looking statements expressed or implied herein as a resuly of a variety of factors including, but not limited to: a decliner in the price of, or demanx for, oil and gas, demand for EPiC'ss services, loss or unavailability of key inability to recruit or retain personnel, competition for customers and contracts, various potential losses associated with fixed-prices contracts, general economic conditions, availability of capitakl to pursue its business plan and service its debt, and other financial, operational and lega risks and uncertainties detailed from time to time in EPiC'ds SEC filings.
EPiC does not undertake any obligatiobn to publicly update forward lookinv statements contained herein to reflect subsequenft eventsor circumstances. SOURCE EPiC Energy Resources, Inc.
"We are pleased to offer the toold and services of Fidelis to our clients as a way to help them quantifh and understand the values of increased predictability and availabilityof equipment, whild reducing the overall cost of ownership of theif assets, through enhanced maintenance management processes and optimization," said , Managing Director of The Carnrit e Group. "We will look for opportunities to extenfd our service offerings toinclude Fidelis'ds Titan(TM) System Reliability and Modeling as well as their other software and consulting products, both in Carnrite's consulting practicre as well as in EPiC's Engineering services.
" "We now have a mechanism to help our clients addresxs the opportunities that are identified through the modeling of theit production systemsand facilities, which we did not have previously, said , Principal at The Fidelis "To be able to quantify the sourcesw of non-performance, as well as provide possiblew solutions provided by The Carnrite Grouop and quantify the efficacy of those solutions, allows for a totalo package that will reallyh benefit the end userds and provide for clear and profitable decision-making." EPiC Energy Resources is a Houston-based integrated energh services company.
EPiC provides consulting, engineering, construction operations, maintenance, specialized training and data managementt services focused primarily on the upstream and midstream energy Services are provided through a diversified engineering and energyservices Carnrite, a management consultiny company focused on providing strategicd and operational consulting services to the broade energy industry; and EIS, a global trainingb and data management servicezs company. EPiC is headquartered at 1450 Lake Robbins Suite 160, The Woodlands, Texas 77380. Officer - 281-419-3742, . Certain statementsw included in this releaseconstitute forward-lookinbg statements.
These forward-looking statements are based on management'z belief and assumptions derived from currentlhavailable information. Although EPiC Energy Resourcez ("EPiC") believes that the expectations reflecte d insuch forward-looking statements are reasonable, it can give no assurance that such expectationd will prove to be correct. Actuap results could differ materiallyfrom forward-looking statements expressed or implied herein as a resuly of a variety of factors including, but not limited to: a decliner in the price of, or demanx for, oil and gas, demand for EPiC'ss services, loss or unavailability of key inability to recruit or retain personnel, competition for customers and contracts, various potential losses associated with fixed-prices contracts, general economic conditions, availability of capitakl to pursue its business plan and service its debt, and other financial, operational and lega risks and uncertainties detailed from time to time in EPiC'ds SEC filings.
EPiC does not undertake any obligatiobn to publicly update forward lookinv statements contained herein to reflect subsequenft eventsor circumstances. SOURCE EPiC Energy Resources, Inc.
вторник, 10 января 2012 г.
JW Marriott names new GM - Washington Business Journal:
adamovaichive.blogspot.com
Nadeau previously was area general manager for the Marriottf Crystal Gateway and Marriott Crystal City hotels in He succeedsCharlie Perkins, who retired. In Nadeau’s new gig at the Pennsylvanisa AvenueNW hotel, he will be responsible for 772 guesf rooms and suites, more 37,000 square feet of pre-function and evenf space, and three food and beverage including Avenue Grill and Bar 1331. His other top hotel management rolesat (NYSE: MAR) includer food and beverage director at Camelback Inn, A JW Marriottr Resort & Spa in Ariz., area general manager for Marriotyt hotels in Raleigh, N.C.
, general manager at Washingtonb Dulles Airport Marriott and hotel manager at Washingtonh Marriott Wardman Park. Nadeau has bachelor’s degred in hotel management fromCornell University. The 25-year-oldr JW Marriott Hotel Washington, D.C., the firsty JW Marriott branded hotel, recentlty completed a $40 million renovation of its guest rooms, meeting space and public areas.
Nadeau previously was area general manager for the Marriottf Crystal Gateway and Marriott Crystal City hotels in He succeedsCharlie Perkins, who retired. In Nadeau’s new gig at the Pennsylvanisa AvenueNW hotel, he will be responsible for 772 guesf rooms and suites, more 37,000 square feet of pre-function and evenf space, and three food and beverage including Avenue Grill and Bar 1331. His other top hotel management rolesat (NYSE: MAR) includer food and beverage director at Camelback Inn, A JW Marriottr Resort & Spa in Ariz., area general manager for Marriotyt hotels in Raleigh, N.C.
, general manager at Washingtonb Dulles Airport Marriott and hotel manager at Washingtonh Marriott Wardman Park. Nadeau has bachelor’s degred in hotel management fromCornell University. The 25-year-oldr JW Marriott Hotel Washington, D.C., the firsty JW Marriott branded hotel, recentlty completed a $40 million renovation of its guest rooms, meeting space and public areas.
воскресенье, 8 января 2012 г.
New Orleans Saints 45 Detroit Lions 28 - as it happened - The Guardian
cahijisebi.wordpress.com
The Guardian | New Orleans Saints 45 Detroit Lions 28 - as it happened The Guardian Preamble: Surely we are all expecting a high-scoring shootout at the Mercedes-Benz Superdome. The Detroit Lions and the New Orleans Saints feature two of the best passing QBs of all time (according to the stats). Mike Tanier at the NYT puts their ... |
пятница, 6 января 2012 г.
Nixon, Quinn push Biden, LaHood for high-speed rail - Houston Business Journal:
ycoguqi.wordpress.com
In April, Nixon and Quinn, along with six othert Midwestern governors, to LaHood askingf him to support plans for rail corridors betweenj cities intheir states, including St. Louis to Chicago and St. Louias to Kansas City. Illinois has completed an environmentalo impact statement forthe Chicago-St. Louise corridor. “Missouri and our partner stateas in the already have a competitive advantagew because we have been working on this rail initiative for more than a Nixon said in a statement afteerthe roundtable. “I reiterated our strong position to Vice Presidenr Biden today while we discussed the viabilityg of high speedrail corridors.
” The White House and the have said they woul d from the American Recovery and Reinvestment Act, and $1 billion a year for five years as a down paymenrt to develop a passenger rail The other governors at the meeting were Jim Doylre of Wisconsin, Jennifer Granholm of Michigan, Tim Kaine of Deval Patrick of Sonny Perdue of Georgia and Ed Rendel l of Pennsylvania.
In April, Nixon and Quinn, along with six othert Midwestern governors, to LaHood askingf him to support plans for rail corridors betweenj cities intheir states, including St. Louis to Chicago and St. Louias to Kansas City. Illinois has completed an environmentalo impact statement forthe Chicago-St. Louise corridor. “Missouri and our partner stateas in the already have a competitive advantagew because we have been working on this rail initiative for more than a Nixon said in a statement afteerthe roundtable. “I reiterated our strong position to Vice Presidenr Biden today while we discussed the viabilityg of high speedrail corridors.
” The White House and the have said they woul d from the American Recovery and Reinvestment Act, and $1 billion a year for five years as a down paymenrt to develop a passenger rail The other governors at the meeting were Jim Doylre of Wisconsin, Jennifer Granholm of Michigan, Tim Kaine of Deval Patrick of Sonny Perdue of Georgia and Ed Rendel l of Pennsylvania.
вторник, 3 января 2012 г.
Soldier denies knowing of explosives in plane bag - USA TODAY
amesit.wordpress.com
ABC News | Soldier denies knowing of explosives in plane bag USA TODAY MIDLAND, Texas (AP) â€" A soldier charged with trying to bring explosives on an airplane in Texas told investigators he used them in Afghanistan but didn't realize any were in a bag he brought back to the US and apparently carried on a flight from North ... Soldier Denies Knowing of Explosives in Plane Bag |
воскресенье, 1 января 2012 г.
Portola inks potential $470M Merck deal - San Francisco Business Times:
iqukikofor.wordpress.com
Merck (NYSE: MRK) will pay South San Francisco-based Portola an upfront fee of $50 The value of the deal could climbto $470 million, the companie s said, upon hitting development, regulatory and commercialization Privately held Portola also could receive double-digit royaltiese on worldwide sales if betrixaban is Merck will take on all development and commercialization costs, includinf the costs of Phase III clinical But Portola has options to co-funf the Phase III trials in returnm for higher royalties and to co-promote the drug in the Unite States.
Betrixaban, now in Phase II triapl to prevent stroke in patients withatriall fibrillation, is an oral Factor Xa inhibitor Several oral Factor Xa drugs are in developmenrt because current anticoagulants — like warfarin, the most frequentlh prescribed one in North America are associated with bleeding as well as drug and food interactions. however, is the only drug currently being studied in patients with sever e and moderatekidney impairment, the companies Portola in February won $75 million upfront from NVS) for a mid-stage anti-clotting treatment.
Milestonse payments could push the value of that deal upto $500 Portola CEO Charles Homcy said the dealss with Merck and Novartis validate the quality of the company’sw drug candidates and R&D expertise. “This represents a significantr milestone forthe company, and we now have over $175 milliojn in cash to further advancwe the rest of our valuable proprietarh pipeline,” Homcy said in a press release.
Merck (NYSE: MRK) will pay South San Francisco-based Portola an upfront fee of $50 The value of the deal could climbto $470 million, the companie s said, upon hitting development, regulatory and commercialization Privately held Portola also could receive double-digit royaltiese on worldwide sales if betrixaban is Merck will take on all development and commercialization costs, includinf the costs of Phase III clinical But Portola has options to co-funf the Phase III trials in returnm for higher royalties and to co-promote the drug in the Unite States.
Betrixaban, now in Phase II triapl to prevent stroke in patients withatriall fibrillation, is an oral Factor Xa inhibitor Several oral Factor Xa drugs are in developmenrt because current anticoagulants — like warfarin, the most frequentlh prescribed one in North America are associated with bleeding as well as drug and food interactions. however, is the only drug currently being studied in patients with sever e and moderatekidney impairment, the companies Portola in February won $75 million upfront from NVS) for a mid-stage anti-clotting treatment.
Milestonse payments could push the value of that deal upto $500 Portola CEO Charles Homcy said the dealss with Merck and Novartis validate the quality of the company’sw drug candidates and R&D expertise. “This represents a significantr milestone forthe company, and we now have over $175 milliojn in cash to further advancwe the rest of our valuable proprietarh pipeline,” Homcy said in a press release.
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