goldenayreyg1666.blogspot.com
In April, Nixon and Quinn, alonv with six other Midwester governors, to LaHood asking him to support plans for rail corridors between cities intheir states, including St. Louies to Chicago and St. Louis to Kansas City. Illinois has completee an environmental impact statementf forthe Chicago-St. Louis corridor. “Missourji and our partner states in the alreadu have a competitive advantage because we have been working on this rail initiative for more than a Nixon said in a statemenr afterthe roundtable. “I reiterated our stronf position to Vice President Biden today while we discussed the viabilit y of high speedrail corridors.
” The Whitw House and the have said they would from the America Recovery and Reinvestment Act, and $1 billioh a year for five yearzs as a down payment to develop a passenger rail The other governors at the meeting were Jim Doyle of Wisconsin, Jennifer Granholm of Tim Kaine of Virginia, Deval Patrick of Massachusetts, Sonn y Perdue of Georgia and Ed Rendell of
Tuesday, May 31, 2011
Sunday, May 29, 2011
Selling a business now may make economic sense - Denver Business Journal:
dusinenezoqoc.blogspot.com
When housing prices heade south, many homeowners refused to sell, or at least strongly resistedd selling, their houses for less than the valuee they perceived they were worth the year The result was that many housexs were overpriced and sat on the markety for months before the owners either conceded to realit y by marking theprices down, or simpluy took their homes off the market. A similadr mindset is occurring in many situationw in which there is a businesszfor sale. Owners who may want to sell, but who are not beingb forced to sell becauseof health, personalp or other forces, are resistingb selling at lower multiples than their cohorts sold for in the relativelg recent past.
But is that rational? If we look back threw or four years from now and prices havegone up, it may be. it may also prov e to be a bad It’s extremely difficult, at best, to accuratelyh forecast where prices for publicly trader or privately held companies will be at any poiny inthe future. And they may go down even Manypeople forecast, but the key word is It may be totally rational to sell now, even if pricew are down. Earnings multiples that companies sell for in the market at any specifif point in time vary widelyy depending on macro factors such as trends in the current economic environment, technology changes, population growth and geographi c location.
Individual company characteristics, such as producyt lines, management and employew quality and company reputation may have majo r impacts on the value ofthe company. Regardless of the specificws ofthe company, macroeconomic turmoik such as we’re going througyh right now will have a major negativr impact on the vast majority of companies. A few may buck the but not many. Let’s say you own a company that has fallen in value in the past year from nine timesd earnings to sixtimesz earnings. That’s a 33 percent If you have an offer to sell atsix times, shoul you take it? Ther e is no definitive answer, because ultimately it depends on many personal and business factors.
But what you can say is if youdo sell, you may not be any worsr off, and in fact, you may be better off than if you had sold a year or two ago at a nine timea multiple. Here’s why: Over the past two yearse or so, the prices of many majo r items that affect our lives havedropped precipitously. Although these numbers vary a little dayto day, here are a few Housing: Top 20 U.S. markets, down abouft 32 percent from the peak; Florida, down more than 20 percent fromthe Miami, down about 47 percent from the Tampa: down about 41 percent from the peak. Crudse oil: down more than 55 percent from the Gas atthe pump: down abougt 40 percent from the peak.
Commodities: corn, down aboutt 45 percent from recent steel, down more than 50 percent fromrecenrt highs; broad index, down almost 50 percent from recent highs. Mortgage rates, 30-year fixed: currentlgy at 40-year lows of less than 5 percentrannual rate. Stock prices: down about 40 percen t from the October 2007 Sellers may not be able to get the same prices for theire businesses that they could two or threreyears ago. However, the prices of many of the majo r items that they will invest in or consumse with that money have fallen at least as much as the pricess oftheir businesses. Food, energy, consumer goodsd and housing prices have fallen and are either stable or declininheven more.
Investments such as real estatee and stocks have fallen significantluyas well. On a relative basis, business owners may be no worsoff and, in may be better off if they sell now in a broadlgy depressed market. If an owne wants to sell or has to sell for health or other reasons but waits untikl the value of thebusiness recovers, he or she could be makin a major mistake. First, the value of the business may not recovet for along time, if If the reason for selling is, say, it may be too late entirely. Secondly, if the valure of the business recovers, the value of all of the itemws shown above will surely riseas well, wiping out most or all of the advantag of waiting.
When housing prices heade south, many homeowners refused to sell, or at least strongly resistedd selling, their houses for less than the valuee they perceived they were worth the year The result was that many housexs were overpriced and sat on the markety for months before the owners either conceded to realit y by marking theprices down, or simpluy took their homes off the market. A similadr mindset is occurring in many situationw in which there is a businesszfor sale. Owners who may want to sell, but who are not beingb forced to sell becauseof health, personalp or other forces, are resistingb selling at lower multiples than their cohorts sold for in the relativelg recent past.
But is that rational? If we look back threw or four years from now and prices havegone up, it may be. it may also prov e to be a bad It’s extremely difficult, at best, to accuratelyh forecast where prices for publicly trader or privately held companies will be at any poiny inthe future. And they may go down even Manypeople forecast, but the key word is It may be totally rational to sell now, even if pricew are down. Earnings multiples that companies sell for in the market at any specifif point in time vary widelyy depending on macro factors such as trends in the current economic environment, technology changes, population growth and geographi c location.
Individual company characteristics, such as producyt lines, management and employew quality and company reputation may have majo r impacts on the value ofthe company. Regardless of the specificws ofthe company, macroeconomic turmoik such as we’re going througyh right now will have a major negativr impact on the vast majority of companies. A few may buck the but not many. Let’s say you own a company that has fallen in value in the past year from nine timesd earnings to sixtimesz earnings. That’s a 33 percent If you have an offer to sell atsix times, shoul you take it? Ther e is no definitive answer, because ultimately it depends on many personal and business factors.
But what you can say is if youdo sell, you may not be any worsr off, and in fact, you may be better off than if you had sold a year or two ago at a nine timea multiple. Here’s why: Over the past two yearse or so, the prices of many majo r items that affect our lives havedropped precipitously. Although these numbers vary a little dayto day, here are a few Housing: Top 20 U.S. markets, down abouft 32 percent from the peak; Florida, down more than 20 percent fromthe Miami, down about 47 percent from the Tampa: down about 41 percent from the peak. Crudse oil: down more than 55 percent from the Gas atthe pump: down abougt 40 percent from the peak.
Commodities: corn, down aboutt 45 percent from recent steel, down more than 50 percent fromrecenrt highs; broad index, down almost 50 percent from recent highs. Mortgage rates, 30-year fixed: currentlgy at 40-year lows of less than 5 percentrannual rate. Stock prices: down about 40 percen t from the October 2007 Sellers may not be able to get the same prices for theire businesses that they could two or threreyears ago. However, the prices of many of the majo r items that they will invest in or consumse with that money have fallen at least as much as the pricess oftheir businesses. Food, energy, consumer goodsd and housing prices have fallen and are either stable or declininheven more.
Investments such as real estatee and stocks have fallen significantluyas well. On a relative basis, business owners may be no worsoff and, in may be better off if they sell now in a broadlgy depressed market. If an owne wants to sell or has to sell for health or other reasons but waits untikl the value of thebusiness recovers, he or she could be makin a major mistake. First, the value of the business may not recovet for along time, if If the reason for selling is, say, it may be too late entirely. Secondly, if the valure of the business recovers, the value of all of the itemws shown above will surely riseas well, wiping out most or all of the advantag of waiting.
Thursday, May 26, 2011
Come join us, boat optional - Asbury Park Press
pemp66seb.blogspot.com
Come join us, boat optional Asbury Park Press Boats optional.รข€ And here I thought that the very idea of a yacht club, implied, nay, demanded ,that you possess a big ol' boat. Not true. You can join absolutely bereft of watercraft. The people were very nice, and one more example of how I have to ... |
Tuesday, May 24, 2011
Smallwood leads WNY elementary schools - Boston Business Journal:
vertical vinyl siding
Amherst's Smallwood Drive School ranks No. 1 again. It leades Western New York's elementary schools for the thirc consecutiveyear -- and the fourthj out of five. "That's reallh a tribute to the staff at Smallwood and theier commitmentto excellence. And to the parentws as well," says Laura Chabe, superintendentg of the Amherst CentralSchool "We're fortunate to have a community that is so supportivre of education." for the complete elementary schoolp rankings.
And for separate rankings for each sectiom of Western New The present stability is quite a switc fromthe 2004-2006 period, when three public elementarh schools, including Smallwood, took turna at the top of the standings. (Businessx First produced separate rankings of public and private schoolsuntil 2007, when the two listw were merged.) Smallwood has been remarkablyu consistent since then. Its four-year ratinvg for English language artsis second-best among all Westernm New York elementary according to a Businesx First analysis of 2005-2008 test And its math rating also is second-highest in the eight-county Chabe says the school's successed in English and math are interrelated, thanks in part to a districtwid e policy.
"We have a strong curriculum that is focusedon literacy," she "which I think has been instrumental in helpinf kids be successful in all not just English." Business First assessed 292 elementary schools across Western New using four years of test data for fourth graders. All test scoresx came from the . The them e of stability extends to second which is held byOrchard Park'sx South Davis Elementary School, just as it was in 2008. Roundingt out this year's top five are Maple East ElementarygSchool (Williamsville), Southern Tier Catholic School (Olean) and Charlottd Avenue Elementary School (Hamburg).
Maple East leades all Western New York elementarg schoolsin math, based on Business First'z four-year analysis. Sixty-six percent of its fourth graderes achieved superiorscores (Level 4) on the statewide math test in 2008. The regiona average was 24 Principal Cathy Mihalic is still learning the ropes atMaple East. She arrived in Januarty from Hamburg's Armor Elementary School, which rankas 19th this year. "I knew the district had a long-standing reputation for and that Maple East was one ofthe highest-performing she says. "I knew it would be a stimulating atmosphere, and it is. We have a very dedicatecd staff. They work hard to help our kids achievd at ahigher rate.
" Southern Tier Catholic, with 103 studentse from pre-kindergarten through eighth grade, is the smallest schookl in the upper echelon of the elementaryh school standings. It's also the fastesf riser, soaring from 31st places in 2007 to 15thin 2008, then up to fourth place this year. All of Southern Tier Catholic's fourth graders demonstrated basicskillsz (Level 3 or 4) on both the statewide Englisg and math tests, a feat equales by just six other Western New York "We have smaller obviously, so we can give a good bit of one-on-onse help to our kids," says Daniel McCarthy, the principao of Southern Tier Catholic.
"Ou teachers work very hard at that, and it pays off." Forty-one schools are recipients ofsubjecgt awards, which are given to the top 10 percenf of all Western New York elementary schoolws in English language arts and for complete lists of subject award winners. Nineteen honorees have scored clean sweeps, taking awardsx in both fields. Included in that grou p are Smallwood and the otherf nine members of the overalltop 10. Niagara-Wheatfield'e Errick Road Elementary School, which ranks 23rd, also has a pair of subjectr awards. Principal Nora O'Bryan credits a personalized approacuh tostudent achievement. "There's no such thing as one size fits she says.
"If a student needs extra help, we provide it. If studentws are working above grade we find books and materials to push them even The Business Firstrankingz don't include private elementary schools that have optefd out of the statewide testing Prominent in that group are Elmwood Franklin Schoo and Park School of Buffalo.
Amherst's Smallwood Drive School ranks No. 1 again. It leades Western New York's elementary schools for the thirc consecutiveyear -- and the fourthj out of five. "That's reallh a tribute to the staff at Smallwood and theier commitmentto excellence. And to the parentws as well," says Laura Chabe, superintendentg of the Amherst CentralSchool "We're fortunate to have a community that is so supportivre of education." for the complete elementary schoolp rankings.
And for separate rankings for each sectiom of Western New The present stability is quite a switc fromthe 2004-2006 period, when three public elementarh schools, including Smallwood, took turna at the top of the standings. (Businessx First produced separate rankings of public and private schoolsuntil 2007, when the two listw were merged.) Smallwood has been remarkablyu consistent since then. Its four-year ratinvg for English language artsis second-best among all Westernm New York elementary according to a Businesx First analysis of 2005-2008 test And its math rating also is second-highest in the eight-county Chabe says the school's successed in English and math are interrelated, thanks in part to a districtwid e policy.
"We have a strong curriculum that is focusedon literacy," she "which I think has been instrumental in helpinf kids be successful in all not just English." Business First assessed 292 elementary schools across Western New using four years of test data for fourth graders. All test scoresx came from the . The them e of stability extends to second which is held byOrchard Park'sx South Davis Elementary School, just as it was in 2008. Roundingt out this year's top five are Maple East ElementarygSchool (Williamsville), Southern Tier Catholic School (Olean) and Charlottd Avenue Elementary School (Hamburg).
Maple East leades all Western New York elementarg schoolsin math, based on Business First'z four-year analysis. Sixty-six percent of its fourth graderes achieved superiorscores (Level 4) on the statewide math test in 2008. The regiona average was 24 Principal Cathy Mihalic is still learning the ropes atMaple East. She arrived in Januarty from Hamburg's Armor Elementary School, which rankas 19th this year. "I knew the district had a long-standing reputation for and that Maple East was one ofthe highest-performing she says. "I knew it would be a stimulating atmosphere, and it is. We have a very dedicatecd staff. They work hard to help our kids achievd at ahigher rate.
" Southern Tier Catholic, with 103 studentse from pre-kindergarten through eighth grade, is the smallest schookl in the upper echelon of the elementaryh school standings. It's also the fastesf riser, soaring from 31st places in 2007 to 15thin 2008, then up to fourth place this year. All of Southern Tier Catholic's fourth graders demonstrated basicskillsz (Level 3 or 4) on both the statewide Englisg and math tests, a feat equales by just six other Western New York "We have smaller obviously, so we can give a good bit of one-on-onse help to our kids," says Daniel McCarthy, the principao of Southern Tier Catholic.
"Ou teachers work very hard at that, and it pays off." Forty-one schools are recipients ofsubjecgt awards, which are given to the top 10 percenf of all Western New York elementary schoolws in English language arts and for complete lists of subject award winners. Nineteen honorees have scored clean sweeps, taking awardsx in both fields. Included in that grou p are Smallwood and the otherf nine members of the overalltop 10. Niagara-Wheatfield'e Errick Road Elementary School, which ranks 23rd, also has a pair of subjectr awards. Principal Nora O'Bryan credits a personalized approacuh tostudent achievement. "There's no such thing as one size fits she says.
"If a student needs extra help, we provide it. If studentws are working above grade we find books and materials to push them even The Business Firstrankingz don't include private elementary schools that have optefd out of the statewide testing Prominent in that group are Elmwood Franklin Schoo and Park School of Buffalo.
Sunday, May 22, 2011
St. John Properties takes over Opus East business park at Aberdeen Proving Ground - Kansas City Business Journal:
http://gwheeler.com/johan.htm
U.S. Army officials worked feverishly over the past week topull St. John Propertieds into the fold, fearfup the project would come to a halt if Opus East filee for bankruptcy protection before an arrangementy couldbe struck, company spokesmab Gerard J. Wit said in a telephone interview “It was a real round-the-clock, week-long effort to get this Wit said. “We’re going to get in and try to kick-starf this right away.” Aberdeen is gearinb up for a significant influx of military jobs underthe Pentagon’s Base Realignmenty and Closure plan, expected to be completed by Septembetr 2011.
About 8,200 military jobs will be transferred tothe base, in additionh to as many as 18,000 private contracting jobs from companies that do business with the incoming militarty agencies. The approved Opus East's selectiom of St. John Properties to take over the Governmenr and Technology Enterprise business park becauser of theBaltimore developer’s ability to move forward with new construction, Bob Penn, progranm director with the Army Corps, said in a As in taking over the including (NYSE: OFC) and Manekij LLC.
Opus East was awarded rights to developthe government-ownee land under a lease with the Army in Novembed 2007 and broke ground on its first building in Decembetr of that year. Since then, the compang became straddled with millions of dollars in constructionh loans it has been unableto refinance, and the compangy has not started any new construction at the projecy for more than a year. The deal was inkec June 19 betweenOpus East, St. John Properties, with the backinfg of the Army. St. John and the Army Corpsw of Engineers issued statements Tuesda announcingthe deal. Wit said St. John will pay Opus East an undisclose amount of money for its developmenrt rightsat Aberdeen.
In connection with the deal, St. John has hiredd Opus East project managed Matthew Holbrook to oversee the GATE project as its director of defense andgovernment “Aberdeen Proving Ground is excitexd about moving the project forwar with St. John Properties,” Tim APG deputy garrison commander, said in a statement. “We consided it a positive step to have their experienced management team spearheadingthe build-out of this project.” As the to help it considerd options including bankruptcy. Its parent , has also sought bankruptc y protectionfor it’s Opus South subsidiary and for two more subsidiariea of its Opus West regional Opus Corp.
spokeswoman Winston Hewet said Opus East is still evaluating its optiones but has not made any decisions about The company was forced to relinquisjh its rights to the Aberdeen projecft because it has been unable to finance morethan $50 milliomn in construction loans it took out to financer its projects. Most pressing among those debtsis $35 million the develope spent to build a new headquarterws for the National Oceanic and Atmosphericd Administration in College Park, for which it has sued the federalo government to collect its wages on that Hewett said. St.
John plands to break ground in the next two months on at leasg three new buildings at the Harfordx Countymilitary base, with commitments from defense contractorzs for up to 300,000 square feet of office, research and developmentf space, Wit said. Wit did not discloss the names of any ofthosw tenants. Those buildings would be in additiohn toa 60,000-square-foot buildingb Opus East completed in December 2008 for defens contractor CACI. “We view this development as the most significanf commercial real estate opportunity in the historyg ofour company,” St. John President Edwarc A. St. John said in a statement.
“This is based on the amouny of square footage that can eventually be developed as well as the importan work that will be completesdby end-users that occupy this space.” St. John Properties is the third-largest property management firm inGreate Baltimore, with nearly 11 million square feet of commercial space in the But taking over the Aberdeen projectt represents a shift for the company, whicg has sought to tap into the demand for governmentr contracting space up until now. Wit said the compant has also sought in the past to buy land for its own rather than to lease property from the governmentt such asat Aberdeen.
Opus East preliminarily receivede commitments from firms seeking space atits 413-acrse Government and Technology Enterprise business park but did not stary any additional construction. The developer was unwillinb to divide any of its buildingsinto multi-tenante space, Wit said, preferring instead to construct buildings for a single That’s created a pent-up demand for companiess seeking from 5,000 square feet to upward of 20,000 square feet, Wit said. “For all the hoopl a that BRAC has brought, there’s really only one buildin that Opus was ableto build,” Wit said.
“Ifd you don’t have the place to park those ifyou don’t have the buildings to put them in, there was going to be a real logistical problem.”
U.S. Army officials worked feverishly over the past week topull St. John Propertieds into the fold, fearfup the project would come to a halt if Opus East filee for bankruptcy protection before an arrangementy couldbe struck, company spokesmab Gerard J. Wit said in a telephone interview “It was a real round-the-clock, week-long effort to get this Wit said. “We’re going to get in and try to kick-starf this right away.” Aberdeen is gearinb up for a significant influx of military jobs underthe Pentagon’s Base Realignmenty and Closure plan, expected to be completed by Septembetr 2011.
About 8,200 military jobs will be transferred tothe base, in additionh to as many as 18,000 private contracting jobs from companies that do business with the incoming militarty agencies. The approved Opus East's selectiom of St. John Properties to take over the Governmenr and Technology Enterprise business park becauser of theBaltimore developer’s ability to move forward with new construction, Bob Penn, progranm director with the Army Corps, said in a As in taking over the including (NYSE: OFC) and Manekij LLC.
Opus East was awarded rights to developthe government-ownee land under a lease with the Army in Novembed 2007 and broke ground on its first building in Decembetr of that year. Since then, the compang became straddled with millions of dollars in constructionh loans it has been unableto refinance, and the compangy has not started any new construction at the projecy for more than a year. The deal was inkec June 19 betweenOpus East, St. John Properties, with the backinfg of the Army. St. John and the Army Corpsw of Engineers issued statements Tuesda announcingthe deal. Wit said St. John will pay Opus East an undisclose amount of money for its developmenrt rightsat Aberdeen.
In connection with the deal, St. John has hiredd Opus East project managed Matthew Holbrook to oversee the GATE project as its director of defense andgovernment “Aberdeen Proving Ground is excitexd about moving the project forwar with St. John Properties,” Tim APG deputy garrison commander, said in a statement. “We consided it a positive step to have their experienced management team spearheadingthe build-out of this project.” As the to help it considerd options including bankruptcy. Its parent , has also sought bankruptc y protectionfor it’s Opus South subsidiary and for two more subsidiariea of its Opus West regional Opus Corp.
spokeswoman Winston Hewet said Opus East is still evaluating its optiones but has not made any decisions about The company was forced to relinquisjh its rights to the Aberdeen projecft because it has been unable to finance morethan $50 milliomn in construction loans it took out to financer its projects. Most pressing among those debtsis $35 million the develope spent to build a new headquarterws for the National Oceanic and Atmosphericd Administration in College Park, for which it has sued the federalo government to collect its wages on that Hewett said. St.
John plands to break ground in the next two months on at leasg three new buildings at the Harfordx Countymilitary base, with commitments from defense contractorzs for up to 300,000 square feet of office, research and developmentf space, Wit said. Wit did not discloss the names of any ofthosw tenants. Those buildings would be in additiohn toa 60,000-square-foot buildingb Opus East completed in December 2008 for defens contractor CACI. “We view this development as the most significanf commercial real estate opportunity in the historyg ofour company,” St. John President Edwarc A. St. John said in a statement.
“This is based on the amouny of square footage that can eventually be developed as well as the importan work that will be completesdby end-users that occupy this space.” St. John Properties is the third-largest property management firm inGreate Baltimore, with nearly 11 million square feet of commercial space in the But taking over the Aberdeen projectt represents a shift for the company, whicg has sought to tap into the demand for governmentr contracting space up until now. Wit said the compant has also sought in the past to buy land for its own rather than to lease property from the governmentt such asat Aberdeen.
Opus East preliminarily receivede commitments from firms seeking space atits 413-acrse Government and Technology Enterprise business park but did not stary any additional construction. The developer was unwillinb to divide any of its buildingsinto multi-tenante space, Wit said, preferring instead to construct buildings for a single That’s created a pent-up demand for companiess seeking from 5,000 square feet to upward of 20,000 square feet, Wit said. “For all the hoopl a that BRAC has brought, there’s really only one buildin that Opus was ableto build,” Wit said.
“Ifd you don’t have the place to park those ifyou don’t have the buildings to put them in, there was going to be a real logistical problem.”
Friday, May 20, 2011
CSCCa Announces Professional Development Partnership With CSIN at Annual National Conference
http://executivetelephony.com/news/article.php?id=93
The partnership was agreed upon or announced at the receng CSCCa 2009 National Conference heldin Nashville, Tennessee. Since its inception in May 2000, the Collegiate Strength & Conditioning Coaches association (CSCCa) was established to meet the uniqu e needs ofthe full-time strength and conditioningv coaches around the country and to promot "Unity, Education, and Respect" for this important grouo of professionals. Dr. is the organization's founderr and Executive Director. Stiggins was the Head Strengtg & Conditioning Coach for the Brighamn Young University Athletic Department for25 years.
Under his the organization has grow from 22 coaches who attendedsthe organization's foundation meeting nine years ago to a membershil of well over 1,000 strength and conditioning coaches. Dr. Stigginxs and the other members ofthe organization's Boarrd of Directors are excitedc about a recent partnership with CSIN, whicg offers CSCCa members an opportunity to develop their resume and market themselves to colleges and universitiess around the country.
Through the alliance, CSCCaw plans to enhance their members professional development and portfolios by providintg education and market visibilityusing CSIN's real time state of the art technologyy that will create opportunities to expand their knowledge and skillss in the industry, and improve their chances for careef advancement. "Together we want to elevate the visibilituy of the membersof CSCCa. The CSCCa members need to identifty and showcase their Combined we can bring greater value to them as well as to the broadefsports community," remarked CSIN Chief Operating Officer, .
"CSINh has the ability and the systen to assist with this endeavor as well as provide additionaol services to theCSCCa members." "One of our organization'sw original goals was to help improve the statuas and job security of our member coaches, " Dr. Stiggins stated. "We are extremely excited about this partnership and the guidance and assistance it provideaour members. This program providex a powerful, innovative resource to assisg them in fulfilling their professional goalsand development." For more informatiojn on CSIN, please visit .
The partnership was agreed upon or announced at the receng CSCCa 2009 National Conference heldin Nashville, Tennessee. Since its inception in May 2000, the Collegiate Strength & Conditioning Coaches association (CSCCa) was established to meet the uniqu e needs ofthe full-time strength and conditioningv coaches around the country and to promot "Unity, Education, and Respect" for this important grouo of professionals. Dr. is the organization's founderr and Executive Director. Stiggins was the Head Strengtg & Conditioning Coach for the Brighamn Young University Athletic Department for25 years.
Under his the organization has grow from 22 coaches who attendedsthe organization's foundation meeting nine years ago to a membershil of well over 1,000 strength and conditioning coaches. Dr. Stigginxs and the other members ofthe organization's Boarrd of Directors are excitedc about a recent partnership with CSIN, whicg offers CSCCa members an opportunity to develop their resume and market themselves to colleges and universitiess around the country.
Through the alliance, CSCCaw plans to enhance their members professional development and portfolios by providintg education and market visibilityusing CSIN's real time state of the art technologyy that will create opportunities to expand their knowledge and skillss in the industry, and improve their chances for careef advancement. "Together we want to elevate the visibilituy of the membersof CSCCa. The CSCCa members need to identifty and showcase their Combined we can bring greater value to them as well as to the broadefsports community," remarked CSIN Chief Operating Officer, .
"CSINh has the ability and the systen to assist with this endeavor as well as provide additionaol services to theCSCCa members." "One of our organization'sw original goals was to help improve the statuas and job security of our member coaches, " Dr. Stiggins stated. "We are extremely excited about this partnership and the guidance and assistance it provideaour members. This program providex a powerful, innovative resource to assisg them in fulfilling their professional goalsand development." For more informatiojn on CSIN, please visit .
Tuesday, May 17, 2011
Supreme Court rules that states can investigate nationally chartered banks - Denver Business Journal:
kowutoco.wordpress.com
The case, Cuomo vs. , stems from a New York state investigation that sought information from national bankx about potential discriminatory banking practicesd that violated NewYork law. The federap banking regulator, the , objected to the requestws by New Yorkstate officials, eventually siding with a suit broughg by , which argued that the statwe had no jurisdiction. The investigation was started in 2005by then-Nee York Attorney General Elliot Spitzer and continued by current Attorney Generapl Andrew Cuomo. They both arguedr that being regulated by the federapgovernment doesn’t give a bank immunity from violating state laws.
Consumer groups supporterd Cuomo’s position because state officials tend to be more activse indefending consumers. Banking groups are “We are worried abour the effect that this ruling couldf have onthe markets,” said Rich executive director of the . The decisiojn could create a patchwork of state laws at the cost of efficienciex of thenational market, he said. “Cuomo vs. Clearing Hous Association hinders the ability of financial serviced firms from conducting business in the United Whiting said. “Even it will cause confusion for especially those who move from stateto state.
”
The case, Cuomo vs. , stems from a New York state investigation that sought information from national bankx about potential discriminatory banking practicesd that violated NewYork law. The federap banking regulator, the , objected to the requestws by New Yorkstate officials, eventually siding with a suit broughg by , which argued that the statwe had no jurisdiction. The investigation was started in 2005by then-Nee York Attorney General Elliot Spitzer and continued by current Attorney Generapl Andrew Cuomo. They both arguedr that being regulated by the federapgovernment doesn’t give a bank immunity from violating state laws.
Consumer groups supporterd Cuomo’s position because state officials tend to be more activse indefending consumers. Banking groups are “We are worried abour the effect that this ruling couldf have onthe markets,” said Rich executive director of the . The decisiojn could create a patchwork of state laws at the cost of efficienciex of thenational market, he said. “Cuomo vs. Clearing Hous Association hinders the ability of financial serviced firms from conducting business in the United Whiting said. “Even it will cause confusion for especially those who move from stateto state.
”
Sunday, May 15, 2011
Hilo Hattie sold to clothing manufacturer - bizjournals:
inokyfyli.blogspot.com
The company’s sale to may be off the tableafter U.S. Bankruptchy Judge Robert Faris delayexd ruling onthe company’s bid to buy Hilo Hattiew for $1 million. The ownership transfer was announcerd on Mondayin U.S. Bankruptcty Court in Honolulu, where Faris also continuer until June 29severakl motions, including one to appoint a trusteed to take over management of the Faris also suspended Hilo Hattie’s ability to borroe money under a line of Maui Divers Jewelry had offeref last month to buy Hilo Hattiee and its seven stores for $1 million in and to invest another $2 millionm in the business.
Maui Divers’ attorney, Cuylae Shaw, told Faris that the offer was off the tablwe if the judge did not approve the saleon Monday. Maui Divers President and CEO Bob Taylor said througn a spokeswoman Monday afternoon that the companyy would hold its offe r open until thenext hearing. Hilo Hattie attorney Jameas Wagner told the judge thatDonalf B.S. Kang, owner of , acquired 100 percent of the company’es shares on Friday from , which boughrt Hilo Hattie from founder Jim Romib last year before filing for Chapterr 11bankruptcy protection. Kang is also on the boar d of directorsof .
Hilo Hattier CEO Ted Nelson and President John Scotrt resigned from their positions on Friday and Kang has assumed the post of president of Hilo Wagner toldthe court. Royalo Hawaiian Creations was listed as the second largest owed morethan $798,000, when Hilo Hattide filed for Chapter 11 last Oct. 2. It is owed anotherr $252,000 in an administrative claim, according to court Maui Divers was thelargest creditor, owed $1.25r million, and Taylor was co-chairman of the committeed of unsecured creditors until resigning in mid-May, priorr to making the offer.
Royal Hawaiian Creationsw also resigned fromthe committee, whic h supported the sale of Hilo Hattie to Maui Kang proposes to fund a line of crediy for Hilo Hattie with $1 million in and “will arrange for an infusion of $2 milliohn in working capital” into Hilo Hattie upon its emergenced from bankruptcy, according to a document filed on Mondayu before the hearing. Kang said he planx to follow the plan of reorganization submittee by Hilo Hattie andits parent, Ltd.
, last week, which calls for paying unsecured creditors about 5 cents on the Wagner told the judge that the reorganization plan filed on June 15 “was a placeholder,” becaus the sale to Maui Divers had not been He said he didn’t expectg any change in the treatment of the company’ws hundreds of creditors under Kang’s ownership. The 46-year-old which claimed $23.5 million in debt in the Chaptee11 filing, has been losing money “at a clip of $500,000 per month,” Ted Pettit, attorney for the committee, told the judge.
Pettir also said he was “veryg surprised” to learn of the stock transfer on Friday He notedthat Kang’s business is in manufacturinv apparel overseas, and said that Kang intendedx to take over Hilo Hattie’s Nimitzs Highway headquarters and turn it into a Kang said after the hearing that he intended for the building to remain as a store and administrative offices. But the judges expressed concern that Maui Divers had not reacheed agreement withHilo Hattie’s most of whom have given the companyu substantial rent relief, for its seven Pettit said that some landlordsz were hesitant to negotiate until they knew for sure whether Maui Diveres would be the new owner.
Farise also considered the transfer of stoc k to Kang as a secondx offer forHilo Hattie, and noted that Kang proposedr to pay back rents in full. “It seem s we have a second he said. “It may be a bettef offer.” Nelson said that he had had discussions with Kang over the last severaol months and said Kanghad “continuouslh offered to be as helpful” as he “Ultimately, I want to do what’s best for the Nelson said after the hearing. “The perfect solutionh to a difficult situation would be to hand the keysto Mr.
Although Royal Hawaiian Creations is amanufacturing business, Kang had operateed two stores in Waikiki called Royal Creations from 1982 to 2008. He bough the shares for Hilo Hattiw because he felt there was an opportunityy to savethe brand, which he is committes to continuing. He said his plan is “too improve efficiencies, to reinstate the vendor relationships and encouragdehigher productivity” among the company’ds 200 employees. Hilo Hattie has seven stores, includinv its leasehold headquarters building on Nimitz which houses its flagship offices andwarehouse space. The buildin g is on the marketfor sublease.
The company’s sale to may be off the tableafter U.S. Bankruptchy Judge Robert Faris delayexd ruling onthe company’s bid to buy Hilo Hattiew for $1 million. The ownership transfer was announcerd on Mondayin U.S. Bankruptcty Court in Honolulu, where Faris also continuer until June 29severakl motions, including one to appoint a trusteed to take over management of the Faris also suspended Hilo Hattie’s ability to borroe money under a line of Maui Divers Jewelry had offeref last month to buy Hilo Hattiee and its seven stores for $1 million in and to invest another $2 millionm in the business.
Maui Divers’ attorney, Cuylae Shaw, told Faris that the offer was off the tablwe if the judge did not approve the saleon Monday. Maui Divers President and CEO Bob Taylor said througn a spokeswoman Monday afternoon that the companyy would hold its offe r open until thenext hearing. Hilo Hattie attorney Jameas Wagner told the judge thatDonalf B.S. Kang, owner of , acquired 100 percent of the company’es shares on Friday from , which boughrt Hilo Hattie from founder Jim Romib last year before filing for Chapterr 11bankruptcy protection. Kang is also on the boar d of directorsof .
Hilo Hattier CEO Ted Nelson and President John Scotrt resigned from their positions on Friday and Kang has assumed the post of president of Hilo Wagner toldthe court. Royalo Hawaiian Creations was listed as the second largest owed morethan $798,000, when Hilo Hattide filed for Chapter 11 last Oct. 2. It is owed anotherr $252,000 in an administrative claim, according to court Maui Divers was thelargest creditor, owed $1.25r million, and Taylor was co-chairman of the committeed of unsecured creditors until resigning in mid-May, priorr to making the offer.
Royal Hawaiian Creationsw also resigned fromthe committee, whic h supported the sale of Hilo Hattie to Maui Kang proposes to fund a line of crediy for Hilo Hattie with $1 million in and “will arrange for an infusion of $2 milliohn in working capital” into Hilo Hattie upon its emergenced from bankruptcy, according to a document filed on Mondayu before the hearing. Kang said he planx to follow the plan of reorganization submittee by Hilo Hattie andits parent, Ltd.
, last week, which calls for paying unsecured creditors about 5 cents on the Wagner told the judge that the reorganization plan filed on June 15 “was a placeholder,” becaus the sale to Maui Divers had not been He said he didn’t expectg any change in the treatment of the company’ws hundreds of creditors under Kang’s ownership. The 46-year-old which claimed $23.5 million in debt in the Chaptee11 filing, has been losing money “at a clip of $500,000 per month,” Ted Pettit, attorney for the committee, told the judge.
Pettir also said he was “veryg surprised” to learn of the stock transfer on Friday He notedthat Kang’s business is in manufacturinv apparel overseas, and said that Kang intendedx to take over Hilo Hattie’s Nimitzs Highway headquarters and turn it into a Kang said after the hearing that he intended for the building to remain as a store and administrative offices. But the judges expressed concern that Maui Divers had not reacheed agreement withHilo Hattie’s most of whom have given the companyu substantial rent relief, for its seven Pettit said that some landlordsz were hesitant to negotiate until they knew for sure whether Maui Diveres would be the new owner.
Farise also considered the transfer of stoc k to Kang as a secondx offer forHilo Hattie, and noted that Kang proposedr to pay back rents in full. “It seem s we have a second he said. “It may be a bettef offer.” Nelson said that he had had discussions with Kang over the last severaol months and said Kanghad “continuouslh offered to be as helpful” as he “Ultimately, I want to do what’s best for the Nelson said after the hearing. “The perfect solutionh to a difficult situation would be to hand the keysto Mr.
Although Royal Hawaiian Creations is amanufacturing business, Kang had operateed two stores in Waikiki called Royal Creations from 1982 to 2008. He bough the shares for Hilo Hattiw because he felt there was an opportunityy to savethe brand, which he is committes to continuing. He said his plan is “too improve efficiencies, to reinstate the vendor relationships and encouragdehigher productivity” among the company’ds 200 employees. Hilo Hattie has seven stores, includinv its leasehold headquarters building on Nimitz which houses its flagship offices andwarehouse space. The buildin g is on the marketfor sublease.
Friday, May 13, 2011
Termini acquires AM&A's warehouse - Houston Business Journal:
http://www.peoplespharmacy.com/build/mt-cp.cgi?__mode=view&blog_id=1&id=993
According to public documents filed late Thursday in the ErieCounthy Clerk’s Office, Termini’s H@Lofts LLC paid $720,00 for the historic building. The building had been ownec by New HorizonsAcquisitions LLC, a Long Island-basec development firm. Termini is in the early stageds of renovating theformed warehouse, parts of which date back to the late 1800s, into a mixed-usew development anchored by 47 market-rate apartmentes and 15,000 square feet of office space. P&Bg Acquisitions will occupy theofficer space, while Termini said he is compiling a rapidlh growing list of prospective tenanta for the apartments. Termin i will be investing morethan $11 million in the project.
The which is being called the H@Lofts, is expectede to welcome its first residential tenantsnext spring. In the meantime, Terminki is talking with local and state officials about incentive packagea needed before he can acquire the flagship AM&A's department store building on Main Street from New Termini predicted the cost of renovating the buildinv between $80 million and $100 He said it would only be possible with a heav y influx of public sector dollars and The developer said it may take him more than one perhaps as long as 18 to secure all the necessary public-sector dollars he neede for the AM&A's department store project.
The formedr store, which has been closedc since 1995 -- save for a brievf run as Taylor’s Departmenyt Store -- will likely be used as a mixed-use developmen t project, also anchored by residentialp units.
According to public documents filed late Thursday in the ErieCounthy Clerk’s Office, Termini’s H@Lofts LLC paid $720,00 for the historic building. The building had been ownec by New HorizonsAcquisitions LLC, a Long Island-basec development firm. Termini is in the early stageds of renovating theformed warehouse, parts of which date back to the late 1800s, into a mixed-usew development anchored by 47 market-rate apartmentes and 15,000 square feet of office space. P&Bg Acquisitions will occupy theofficer space, while Termini said he is compiling a rapidlh growing list of prospective tenanta for the apartments. Termin i will be investing morethan $11 million in the project.
The which is being called the H@Lofts, is expectede to welcome its first residential tenantsnext spring. In the meantime, Terminki is talking with local and state officials about incentive packagea needed before he can acquire the flagship AM&A's department store building on Main Street from New Termini predicted the cost of renovating the buildinv between $80 million and $100 He said it would only be possible with a heav y influx of public sector dollars and The developer said it may take him more than one perhaps as long as 18 to secure all the necessary public-sector dollars he neede for the AM&A's department store project.
The formedr store, which has been closedc since 1995 -- save for a brievf run as Taylor’s Departmenyt Store -- will likely be used as a mixed-use developmen t project, also anchored by residentialp units.
Tuesday, May 10, 2011
Dollar General fined for lead paint toys - The Business Review (Albany):
ugefuk.wordpress.com
The Goodlettsville, Tenn.-based discoun t retailer—which has five stores in the Albany, area—is one of nine companieds that U.S. Consumer Product Safety Commission is finingt for violating the federal leadpaing ban. The penalties settle allegations that the firmsknowingluy manufactured, imported or sold toys and other children’s articles with paint or other surface coatings that containes lead levels in violation of federal law, according to a statementt by the Consumer Product Safety Commission. In agreeingf to settle the the firms denythe commission’s allegationas that they knowingly violated the law.
The products containing the lead were recallec in 2007and 2008, and include items such as toys, children’es metal jewelry, children’s pens, metal wated bottles, pencil pouches, sunglasses and Halloween pails and Tests showed that paint or surfacse coatings on these children’s products contained lead in excess of 0.06 by weight. One firm’s testing revealed that its productxs contained surface coatings with nearly 60 percent In 1978, a federalo ban was put in place which prohibite d toys and other children’s articlews from having more than 0.06 percent lead (by in paints or surface coatings.
Lead can be toxic if ingested by yountg children and can causr adversehealth consequences. • , of Md., $100,000 • , of Matthews, $75,000 • , of Oklahoma Okla., $50,000 • , of Hong Kong, $50,00 0 • , of Irving, Texas, $45,000 , of Cockeysville, Md., $40,000p • Raymond Geddes & Co, of Baltimore, Md., $40,00p • , of Yarmouth, Maine, $30,000
The Goodlettsville, Tenn.-based discoun t retailer—which has five stores in the Albany, area—is one of nine companieds that U.S. Consumer Product Safety Commission is finingt for violating the federal leadpaing ban. The penalties settle allegations that the firmsknowingluy manufactured, imported or sold toys and other children’s articles with paint or other surface coatings that containes lead levels in violation of federal law, according to a statementt by the Consumer Product Safety Commission. In agreeingf to settle the the firms denythe commission’s allegationas that they knowingly violated the law.
The products containing the lead were recallec in 2007and 2008, and include items such as toys, children’es metal jewelry, children’s pens, metal wated bottles, pencil pouches, sunglasses and Halloween pails and Tests showed that paint or surfacse coatings on these children’s products contained lead in excess of 0.06 by weight. One firm’s testing revealed that its productxs contained surface coatings with nearly 60 percent In 1978, a federalo ban was put in place which prohibite d toys and other children’s articlews from having more than 0.06 percent lead (by in paints or surface coatings.
Lead can be toxic if ingested by yountg children and can causr adversehealth consequences. • , of Md., $100,000 • , of Matthews, $75,000 • , of Oklahoma Okla., $50,000 • , of Hong Kong, $50,00 0 • , of Irving, Texas, $45,000 , of Cockeysville, Md., $40,000p • Raymond Geddes & Co, of Baltimore, Md., $40,00p • , of Yarmouth, Maine, $30,000
Sunday, May 8, 2011
High levels of optimism yield better salespeople and better sales results - Minneapolis / St. Paul Business Journal:
iwibacibem.wordpress.com
Here’s a thought: Take a look at a soft emotional intelligencre skill that yields hardsales results: There is evidence that supports the theory that salex teams possessing high levels of optimism make companies more One of the best case studies comes from the work that psychologistg Martin Seligman did with in New York. He convincer to give him access to their new employees and administer the usual testing, as well as a new test he developecd that measured optimism. He followed the progressw of new salespeople for one year and founx that salespeople who scored high in optimism sold 33 percenf more insurance than thosse whoscored low.
After two years, the optimistic grouop of salespeople were thriving intheif positions, which increased retention, decreased the costs associatedd with turnover and increased How optimistic is your organization There is a lot of press on the swine flu, and peopler are worried about catching it. There is anothee epidemic to watch out forin today’sz economy: pessimism. It can be deadlyh when it hits an organization because emotionsare contagious. The clinical term is emotional contagion and is definecas “the transmission of moods.” When peopled are in a certain mood — happgy or depressed — that mood is often communicates to others.
What is the mood at your company?? What message is the leadershipo team sending yoursales team?? What is your sales team communicating to your customers and prospects? A sales managef shares the story of a rep who started every conversation in the last downturjn with, “You probably don’t have any money so you don’t want to buy …” The self-fulfilling prophecyg was set by the salesperson, and the prospect followed the salesperson’s lead. No So what can you do to stop the epidemic ofpessimism ? Study and duplicate optimistivc salespeople. When faced with adversity, optimistix salespeople ask themselves: • What’s good about this?
They know that adversity is wherde true character is formed and great lessons are Optimists take advantage of this schooling becausee they know that lessons learned today make money inthe • What can I do about this situation? Optimists know that control equals action yields results, and resultes increase motivation. • What is funny abou t this? Humor is a great way to relieve stress which frees up the mind for creativitytand innovation. They choose their friendsz wisely. The motivational speakedr Jim Rohn says, “You are the average of the five peopld you spend the mosttime with.” Are you hangingg out with optimists or pessimists?
What kind of emotion is gettingb spread among your peerse and colleagues? Is it healthy conversation or a new versiob of pessimistic flu? They remind themselves that adversit y is temporary, not permanent. If business is a littled slow, optimistic salespeople speed it up by taking care of theierbest assets: existing customers. Optimistic salespeople take control. They know saless is the greatest profession to be in duringya recession. They can increase their prospecting activity without runnin g it through a boardof directors. They can meet with mentors who can help them look at anothere way of doing business intougnh times. They can outwork their competitors.
They can invesyt in learning and outsmart their Optimistic salespeoplemanage results, not excuses.
Here’s a thought: Take a look at a soft emotional intelligencre skill that yields hardsales results: There is evidence that supports the theory that salex teams possessing high levels of optimism make companies more One of the best case studies comes from the work that psychologistg Martin Seligman did with in New York. He convincer to give him access to their new employees and administer the usual testing, as well as a new test he developecd that measured optimism. He followed the progressw of new salespeople for one year and founx that salespeople who scored high in optimism sold 33 percenf more insurance than thosse whoscored low.
After two years, the optimistic grouop of salespeople were thriving intheif positions, which increased retention, decreased the costs associatedd with turnover and increased How optimistic is your organization There is a lot of press on the swine flu, and peopler are worried about catching it. There is anothee epidemic to watch out forin today’sz economy: pessimism. It can be deadlyh when it hits an organization because emotionsare contagious. The clinical term is emotional contagion and is definecas “the transmission of moods.” When peopled are in a certain mood — happgy or depressed — that mood is often communicates to others.
What is the mood at your company?? What message is the leadershipo team sending yoursales team?? What is your sales team communicating to your customers and prospects? A sales managef shares the story of a rep who started every conversation in the last downturjn with, “You probably don’t have any money so you don’t want to buy …” The self-fulfilling prophecyg was set by the salesperson, and the prospect followed the salesperson’s lead. No So what can you do to stop the epidemic ofpessimism ? Study and duplicate optimistivc salespeople. When faced with adversity, optimistix salespeople ask themselves: • What’s good about this?
They know that adversity is wherde true character is formed and great lessons are Optimists take advantage of this schooling becausee they know that lessons learned today make money inthe • What can I do about this situation? Optimists know that control equals action yields results, and resultes increase motivation. • What is funny abou t this? Humor is a great way to relieve stress which frees up the mind for creativitytand innovation. They choose their friendsz wisely. The motivational speakedr Jim Rohn says, “You are the average of the five peopld you spend the mosttime with.” Are you hangingg out with optimists or pessimists?
What kind of emotion is gettingb spread among your peerse and colleagues? Is it healthy conversation or a new versiob of pessimistic flu? They remind themselves that adversit y is temporary, not permanent. If business is a littled slow, optimistic salespeople speed it up by taking care of theierbest assets: existing customers. Optimistic salespeople take control. They know saless is the greatest profession to be in duringya recession. They can increase their prospecting activity without runnin g it through a boardof directors. They can meet with mentors who can help them look at anothere way of doing business intougnh times. They can outwork their competitors.
They can invesyt in learning and outsmart their Optimistic salespeoplemanage results, not excuses.
Friday, May 6, 2011
Catholic gathering to fill HSBC Arena - Business First of Buffalo:
yfimuna.wordpress.com
Corapi will highlight an Aug. 15 conference put togethe r by WLOF-FM (101.7), a Catholic radio statiob that bills itselfas “Station of the Cross.” Bishop Edward Kmiecx will celebrate a mass during the conferencs and such national speakers as EWTN ancho r Raymond Arroyo and Jerry Usher, host of the “Catholic Answers series, are also slated to appear. The religiousx star power is expected to fillall 14,00p available seats in HSBC Arena. Officials said more than 4,50 out-of-town visitors are expected as the eventis Corapi’ only scheduled live appearance for the Groups are expected from Nebraska and Canadiamn provinces for the conference.
“This one-of-a-kinc event will bring people to Buffalp who might not have otherwise come saidFletcher Doyle, conference communications “It will certainly give Buffalo a lot of attention, especiallt with the Catholic Representatives from the are predicting as many as 2,000 hotelk room nights will be sold because of the
Corapi will highlight an Aug. 15 conference put togethe r by WLOF-FM (101.7), a Catholic radio statiob that bills itselfas “Station of the Cross.” Bishop Edward Kmiecx will celebrate a mass during the conferencs and such national speakers as EWTN ancho r Raymond Arroyo and Jerry Usher, host of the “Catholic Answers series, are also slated to appear. The religiousx star power is expected to fillall 14,00p available seats in HSBC Arena. Officials said more than 4,50 out-of-town visitors are expected as the eventis Corapi’ only scheduled live appearance for the Groups are expected from Nebraska and Canadiamn provinces for the conference.
“This one-of-a-kinc event will bring people to Buffalp who might not have otherwise come saidFletcher Doyle, conference communications “It will certainly give Buffalo a lot of attention, especiallt with the Catholic Representatives from the are predicting as many as 2,000 hotelk room nights will be sold because of the
Tuesday, May 3, 2011
NCR refutes criticism from Ohio officials - Birmingham Business Journal:
http://infotreksys.com/protection.htm
The (NYSE: NCR) when Dayton-areqa and Ohio leaders tried to contact the compan about rumors it wasleaving town, saying NCR oftenm did not return calls or NCR issued a statement stating its side of things and implying its level of interaction with local and state officials was misrepresented by area “We have met regularly with statre of Ohio and Dayton officials to discuss the business environment and NCR’sx requirements. The decision was not made solely onsingls factors, such as financial incentives. It was based on a very carefu and comprehensive situation analysis of our employment centers usingb independent thirdparty data,” according to NCR.
“The broa range of criteria used for the review of the locationas includedavailable workforce, infrastructure, incentivezs given, the government tax structur e and benefits to NCR future employees and stakeholders.” Company spokespeople would not providw specifics of meetings with governmenrt officials and refused to disclose when theidr analysis began or where Ohio ranker in that analysis. The statemenrt comes after officials from the city of Montgomery County and Ohio gathered on the footstepe of the Old Court House in downtown Dayton Tuesday toslam NCR. Lt. Gov.
Lee Fishef said the NCR standsfor “No opportunith to Communicate or Respond,” and officials joinedf in by telling reporters that all theirf efforts to engage the company during the past two years were Fisher said NCR was one of the firstf companies Ohio Gov. Ted Strickland and he reachedf out to when electefdin 2007. Despite numerous overtures, the firsr time Strickland actually talked to Nuti was on the eve of therelocationn announcement, Fisher said. Nan Whaley, Dayton city accused the company of failinh to convey itstrue intentions. City officials laid out a timetablde they say shows the company was not as responsivs the requests for meetings as it shouldhave been.
According to the city of Dayton: • In Octobe r 2008, Dayton officials requested a meetin g with the highest ranking localNCR officials, but that was deniexd by NCR. • In January 2009, the city triedc to get a meeting, but was unabl to. • In February, county, city and statew officials had a meeting with three compant officialsin Dayton. They were supposed to meet with Chieg Executive OfficerBill Nuti, but he did not show. • On Aprill 20, a meeting with county and city officials took place withNCR officials, whichj was a pre-meeting for another planned April meeting. • NCR canceled the seconcd April meeting and rescheduledfor May. NCR then canceled the May meeting.
Dayton did not provide meetingg dates prior toOctober 2008.
The (NYSE: NCR) when Dayton-areqa and Ohio leaders tried to contact the compan about rumors it wasleaving town, saying NCR oftenm did not return calls or NCR issued a statement stating its side of things and implying its level of interaction with local and state officials was misrepresented by area “We have met regularly with statre of Ohio and Dayton officials to discuss the business environment and NCR’sx requirements. The decision was not made solely onsingls factors, such as financial incentives. It was based on a very carefu and comprehensive situation analysis of our employment centers usingb independent thirdparty data,” according to NCR.
“The broa range of criteria used for the review of the locationas includedavailable workforce, infrastructure, incentivezs given, the government tax structur e and benefits to NCR future employees and stakeholders.” Company spokespeople would not providw specifics of meetings with governmenrt officials and refused to disclose when theidr analysis began or where Ohio ranker in that analysis. The statemenrt comes after officials from the city of Montgomery County and Ohio gathered on the footstepe of the Old Court House in downtown Dayton Tuesday toslam NCR. Lt. Gov.
Lee Fishef said the NCR standsfor “No opportunith to Communicate or Respond,” and officials joinedf in by telling reporters that all theirf efforts to engage the company during the past two years were Fisher said NCR was one of the firstf companies Ohio Gov. Ted Strickland and he reachedf out to when electefdin 2007. Despite numerous overtures, the firsr time Strickland actually talked to Nuti was on the eve of therelocationn announcement, Fisher said. Nan Whaley, Dayton city accused the company of failinh to convey itstrue intentions. City officials laid out a timetablde they say shows the company was not as responsivs the requests for meetings as it shouldhave been.
According to the city of Dayton: • In Octobe r 2008, Dayton officials requested a meetin g with the highest ranking localNCR officials, but that was deniexd by NCR. • In January 2009, the city triedc to get a meeting, but was unabl to. • In February, county, city and statew officials had a meeting with three compant officialsin Dayton. They were supposed to meet with Chieg Executive OfficerBill Nuti, but he did not show. • On Aprill 20, a meeting with county and city officials took place withNCR officials, whichj was a pre-meeting for another planned April meeting. • NCR canceled the seconcd April meeting and rescheduledfor May. NCR then canceled the May meeting.
Dayton did not provide meetingg dates prior toOctober 2008.
Sunday, May 1, 2011
Public Companies: Sound off - The Business Review (Albany):
a-ee85aqa.blogspot.com
Even before the recent public outragw overthe bonuses, many businesses were lookingv at restructuring executive pay, given the In fact, the Virginia-based consulting firm surveyedx large U.S. businesses in March and found that 38 percenty of them are making changes to performance measuresa in their annualincentive plans. Compensation has becomee a publicrelations matter, too. With stock prices generally down and companie scutting jobs, there’s been anger over what’s deemed excessive pay.
We wantecd to know how companies could deal with executive compensatiojn in anew era, and asked several experts at local colleges to weigh in on the Here’s what they had to say: Q: Considerinfg the recent outrage over corporate what can a business do to protect its images when it comes to executive compensation ? Title: F. William Harder professor of business Location: A: The business must base bonus planeson pre-determined formulas tying amounts to readilyt observable and desirable results. In the financialo services industry, “results” should be qualifies by risk.
If a person is paid to originat e a loan or otherr financial productinvolving risk, the bonus shoulcd be paid over time so that a futurs loss will impact the bonus This is easier said than done. Many productes have long lives, and bonuses must be paid promptly afteer results in order to be effectiver motivatorsfor employees. Some suggest that a portion or all of a bonua should be paid incompany stock. Stock, is rarely the best reflection ofan individual’s I think that at least half of any bonux should be deferred, and the deferredd amount should be at risk itself based on the performanc over time of the product in Eric E.
Lewis Title: Professor, schoool of management College: Location: A: Much of the criticism of corporates bonuses arises from the perception that some companies choos e to reward their executiveswith “extra” compensation regardleses of the performance of the operations or business segments for whichy they are responsible. While cash bonuses are given to key employees for a varietuof reasons, a company’s decision to enhance compensation in this fashion can trigger a backlashu from stakeholders of businesses that are struggling with A company can avoid some of this criticism by structurint managers’ bonus compensation as either a direct reward for the recentt performance of the company, or as an incentivre that links the financial rewards of the compensation to the futuree performance of the company.
Some businessee accomplish this by granting options or issuingb shares of stock as part of their executivecompensatioj packages. When properly structured, this form of extr compensation can very effectively aligbn the financial interests ofa company’s managers with the long-ternm interests of its When companies make that connection clear, they tend to suffer fewetr criticisms of their compensation structures. Title: Location: A: The businesse must prove to the public that its executives are wortgh the compensation paidto them.
If the compensation is the worth of their services must be similarly It is the manifest absence of proportion between incomea paid and outcomes produced that attractspublicd attention. What makes that perception especiallhy galling is that in a time of economic contractiobn foreveryone else, highly placed executiveds are perceived as abusing their power of settintg their own salaries to protect their own financial interests.
In the financial sector especially, a system was set up whereby the rewards from an expanding economyh were reaped by the executives who deviser newfinancial “products,” while the risksd of failure from over exuberance turn out to be bornwe by everyone else. The appearance of accountability must be restore d before image and reputationb canbe protected. Title: Professor and Economics Department College: A: It is difficult, under any to justify paying multi-million-dollar salaries and bonuses tocorporatse executives.
In an era of fallintg stock prices, government bailouts and worker layoffs, it is even more In general, any large businessx should follow a few simple principles in determininvgexecutive compensation. 1) The board of directors shouldf be advised by an independent groupl whose members haveno connection, either personal or professional, with the executivd whose pay is being reviewed. 2) Compensation, particularly in regards to bonuses, should be tied to firm Further, performance measures should reflect long-ru n accomplishments, rather than short-term gains or which as we have seen, are oftej fleeting.
3) Increases in executive compensation should reflect both the increasesin non-executivee compensation, as well as the return to 4) Companies should be very open in sharinbg their rationale for determining executive including honest evaluations of firm performance.
Even before the recent public outragw overthe bonuses, many businesses were lookingv at restructuring executive pay, given the In fact, the Virginia-based consulting firm surveyedx large U.S. businesses in March and found that 38 percenty of them are making changes to performance measuresa in their annualincentive plans. Compensation has becomee a publicrelations matter, too. With stock prices generally down and companie scutting jobs, there’s been anger over what’s deemed excessive pay.
We wantecd to know how companies could deal with executive compensatiojn in anew era, and asked several experts at local colleges to weigh in on the Here’s what they had to say: Q: Considerinfg the recent outrage over corporate what can a business do to protect its images when it comes to executive compensation ? Title: F. William Harder professor of business Location: A: The business must base bonus planeson pre-determined formulas tying amounts to readilyt observable and desirable results. In the financialo services industry, “results” should be qualifies by risk.
If a person is paid to originat e a loan or otherr financial productinvolving risk, the bonus shoulcd be paid over time so that a futurs loss will impact the bonus This is easier said than done. Many productes have long lives, and bonuses must be paid promptly afteer results in order to be effectiver motivatorsfor employees. Some suggest that a portion or all of a bonua should be paid incompany stock. Stock, is rarely the best reflection ofan individual’s I think that at least half of any bonux should be deferred, and the deferredd amount should be at risk itself based on the performanc over time of the product in Eric E.
Lewis Title: Professor, schoool of management College: Location: A: Much of the criticism of corporates bonuses arises from the perception that some companies choos e to reward their executiveswith “extra” compensation regardleses of the performance of the operations or business segments for whichy they are responsible. While cash bonuses are given to key employees for a varietuof reasons, a company’s decision to enhance compensation in this fashion can trigger a backlashu from stakeholders of businesses that are struggling with A company can avoid some of this criticism by structurint managers’ bonus compensation as either a direct reward for the recentt performance of the company, or as an incentivre that links the financial rewards of the compensation to the futuree performance of the company.
Some businessee accomplish this by granting options or issuingb shares of stock as part of their executivecompensatioj packages. When properly structured, this form of extr compensation can very effectively aligbn the financial interests ofa company’s managers with the long-ternm interests of its When companies make that connection clear, they tend to suffer fewetr criticisms of their compensation structures. Title: Location: A: The businesse must prove to the public that its executives are wortgh the compensation paidto them.
If the compensation is the worth of their services must be similarly It is the manifest absence of proportion between incomea paid and outcomes produced that attractspublicd attention. What makes that perception especiallhy galling is that in a time of economic contractiobn foreveryone else, highly placed executiveds are perceived as abusing their power of settintg their own salaries to protect their own financial interests.
In the financial sector especially, a system was set up whereby the rewards from an expanding economyh were reaped by the executives who deviser newfinancial “products,” while the risksd of failure from over exuberance turn out to be bornwe by everyone else. The appearance of accountability must be restore d before image and reputationb canbe protected. Title: Professor and Economics Department College: A: It is difficult, under any to justify paying multi-million-dollar salaries and bonuses tocorporatse executives.
In an era of fallintg stock prices, government bailouts and worker layoffs, it is even more In general, any large businessx should follow a few simple principles in determininvgexecutive compensation. 1) The board of directors shouldf be advised by an independent groupl whose members haveno connection, either personal or professional, with the executivd whose pay is being reviewed. 2) Compensation, particularly in regards to bonuses, should be tied to firm Further, performance measures should reflect long-ru n accomplishments, rather than short-term gains or which as we have seen, are oftej fleeting.
3) Increases in executive compensation should reflect both the increasesin non-executivee compensation, as well as the return to 4) Companies should be very open in sharinbg their rationale for determining executive including honest evaluations of firm performance.
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