http://soccerchomedey.com/england/
Six Flags is also seekintg a $600 million loan, secured by its assets, and $150 millio n in a new revolvingcredit line. The company’s executive retentionh plan would keep Snyder as board memberrand chairman. Mark Shapiro, currently chief as well as chief financial officer Jeffrey Speed and severapl other top management would also stay on inexecutive roles. Six which announced its Chapter 11 bankruptc y filing overthe weekend, liste d $2.4 billion in debt and $3 billion in It hopes to cut debt by $1.8 billion and wipe out more than $300 milliob in preferred stock.
Snyder and his management team, who took control of the themde park operator three and a halfyears ago, have not been able to returnh the company to profitability, despites increasing attendance and selling severall parks to raise capital last The company reported a $146 million first quarter loss. Six Flagzs has said its reorganization will not affect park operatione and its vendors and employees will continur tobe paid. Six Flags 20 thems parks includein Largo.
Thursday, March 31, 2011
Tuesday, March 29, 2011
OhioHealth buys Millhon Clinic - Business First of Columbus:
kleopatraxnibe.blogspot.com
The hospital system on Monday announced the acquisitionof Columbus-based , a practicw with 12 physicians and 44 staff Financial terms of the deal weren’t disclosed, but OhioHealtj said it retained all of Millhon’x staff and the company will keep its practic name and office. The structure of the deal is similarf to an OhioHealth acquisition last year that brought inthe foundation’s first member. The system in September 2008 closed a dealto . That was the largesty such transaction onthe region’s health-care landscape since boughyt the in December 2006. The deal for Millhonj is at least monthse inthe making. Millhon Managinbg Partner Dr.
Steve Delaveris acknowledgedf to Columbus Business First at the time of the MidOhi o deal that the practice had held acquisition talk with OhioHealth andMount Carmel. Millhon physicians practice family and sleep medicine and specializein pulmonary, endocrinology and asthma OhioHealth officials have said that specialt practice acquisitions such as the MidOhio and Millhon deals help coordinatse care, reduce wasted time and procedures and improve patient satisfaction. Physicians in the OhioHealth foundation now number morethan 200.
The hospital system on Monday announced the acquisitionof Columbus-based , a practicw with 12 physicians and 44 staff Financial terms of the deal weren’t disclosed, but OhioHealtj said it retained all of Millhon’x staff and the company will keep its practic name and office. The structure of the deal is similarf to an OhioHealth acquisition last year that brought inthe foundation’s first member. The system in September 2008 closed a dealto . That was the largesty such transaction onthe region’s health-care landscape since boughyt the in December 2006. The deal for Millhonj is at least monthse inthe making. Millhon Managinbg Partner Dr.
Steve Delaveris acknowledgedf to Columbus Business First at the time of the MidOhi o deal that the practice had held acquisition talk with OhioHealth andMount Carmel. Millhon physicians practice family and sleep medicine and specializein pulmonary, endocrinology and asthma OhioHealth officials have said that specialt practice acquisitions such as the MidOhio and Millhon deals help coordinatse care, reduce wasted time and procedures and improve patient satisfaction. Physicians in the OhioHealth foundation now number morethan 200.
Monday, March 28, 2011
St. Louis aldermen committee OKs Kiel Opera House plan - Puget Sound Business Journal (Seattle):
uraa-quartely.blogspot.com
The plan now goes before the full boarsof aldermen. The Urban Development and Zoning Committee had because memberw said they wanted more time to examinewthe proposal, and Richard Baker, president of , which operate s the , said the plan would steal showxs away from the Fox and , the New York City-basesd firm that owns the and holdds the long-term lease to the To alleviate concerns among competitors, SCP Worldwided agreed to limit the number of third-party theatrical showes it holds for the first five years, said Ken a partner in SCP Worldwide. "Wde think this is a vote for St. he said. SCP Worldwide has brought in McEagl Properties, of O’Fallon, Mo.
, as a redevelopmenrt partner and asgenera contractor. David Checketts, chairman of SCP Worldwide, thankee the committee, Mayor Francis Slay and Comptroller DarleneGree "for putting their trust in our plan and sharing our beliegf that the Kiel Opera House can and should be restores to the glory of its past." "We all want the same thing for St. Louis: a vibrantt downtown, a thriving cultural and entertainment scene, additional jobs and a promisinvg economic future for this andfuturr generations," Checketts said in a statement. "Today’sz committee vote approving our Kiel Operq House plan is the first step in makint all of thisa reality.
" Last month, the city’sz Land Clearance for Redevelopment Authority to the boarx of aldermen that the Kiel be re-declaresd blighted, paving the way for tax abatementf for SCP Worldwide to support a restoration of the buildin g into a theatrical and concert venue.
The plan now goes before the full boarsof aldermen. The Urban Development and Zoning Committee had because memberw said they wanted more time to examinewthe proposal, and Richard Baker, president of , which operate s the , said the plan would steal showxs away from the Fox and , the New York City-basesd firm that owns the and holdds the long-term lease to the To alleviate concerns among competitors, SCP Worldwided agreed to limit the number of third-party theatrical showes it holds for the first five years, said Ken a partner in SCP Worldwide. "Wde think this is a vote for St. he said. SCP Worldwide has brought in McEagl Properties, of O’Fallon, Mo.
, as a redevelopmenrt partner and asgenera contractor. David Checketts, chairman of SCP Worldwide, thankee the committee, Mayor Francis Slay and Comptroller DarleneGree "for putting their trust in our plan and sharing our beliegf that the Kiel Opera House can and should be restores to the glory of its past." "We all want the same thing for St. Louis: a vibrantt downtown, a thriving cultural and entertainment scene, additional jobs and a promisinvg economic future for this andfuturr generations," Checketts said in a statement. "Today’sz committee vote approving our Kiel Operq House plan is the first step in makint all of thisa reality.
" Last month, the city’sz Land Clearance for Redevelopment Authority to the boarx of aldermen that the Kiel be re-declaresd blighted, paving the way for tax abatementf for SCP Worldwide to support a restoration of the buildin g into a theatrical and concert venue.
Saturday, March 26, 2011
WellCare execs promoted - San Antonio Business Journal:
artemchuksykitas.blogspot.com
In his new role, O’Neill will report directly to Charles Berg, executivd chairman of WellCare, and will continure to lead the company’s efforts to resolve pending investigationsand litigation, a releasw said. WellCare (NYSE: WCG), a Tampa-based company that providexs managed care services exclusivelyfor government-sponsorer health care programs, recently announced settlements with the Justicew Department and the , stemming from a schemee to defraud the programk and the As part of the settlement with the U.S.
Attorney for the Middle Districtof Florida, WellCard agreed to a corporate compliance and governance O’Neill will play a key role as the company “furtherr strengthens its culture of the release said. O’Neilo will serve in his new position throughy the end of the therelease said. In a filinvg with the SEC, WellCare said O’Neill’s amendexd employment agreement calls for him to continues to receive his current base salary of not lessthan $41,667 a month. He also could get a cash bonus of 50 percenft of his annual base salarhy if he achieves certainperformance goals.
If he stayd on the job through the end ofthe year, he’zs in line for an additional cash bonu s of at least $750,000, the filinf said. Financial terms of Susanin’ s new position were not immediately disclosed. Before joiningh WellCare, O’Neill was a partner at , generall counsel for the , and an assistanyt U.S. attorney. Susanin previously was counsel to and then a partnefr in thelaw firm, and also an assistany U.S. attorney for the District of Columbia and the easterjn districtof Pennsylvania.
In his new role, O’Neill will report directly to Charles Berg, executivd chairman of WellCare, and will continure to lead the company’s efforts to resolve pending investigationsand litigation, a releasw said. WellCare (NYSE: WCG), a Tampa-based company that providexs managed care services exclusivelyfor government-sponsorer health care programs, recently announced settlements with the Justicew Department and the , stemming from a schemee to defraud the programk and the As part of the settlement with the U.S.
Attorney for the Middle Districtof Florida, WellCard agreed to a corporate compliance and governance O’Neill will play a key role as the company “furtherr strengthens its culture of the release said. O’Neilo will serve in his new position throughy the end of the therelease said. In a filinvg with the SEC, WellCare said O’Neill’s amendexd employment agreement calls for him to continues to receive his current base salary of not lessthan $41,667 a month. He also could get a cash bonus of 50 percenft of his annual base salarhy if he achieves certainperformance goals.
If he stayd on the job through the end ofthe year, he’zs in line for an additional cash bonu s of at least $750,000, the filinf said. Financial terms of Susanin’ s new position were not immediately disclosed. Before joiningh WellCare, O’Neill was a partner at , generall counsel for the , and an assistanyt U.S. attorney. Susanin previously was counsel to and then a partnefr in thelaw firm, and also an assistany U.S. attorney for the District of Columbia and the easterjn districtof Pennsylvania.
Thursday, March 24, 2011
RF Micro to work on solar cells - Charlotte Business Journal:
http://eastlakederry.com/index.php?main_page=privacy
The goal of the project will be to usethe Greensboro-basexd company’s expertise with the gallium arsenide material it uses to produce chips for wireless devices and its manufacturinh facilities in the Triad in the solar energy If successful, RF Micro could be makingt photovoltaic cells that convert the suns energy into electricity by 2012. The projecf won’t involve any additionss to the company’s 1,400-person Triad workforcer immediately, according to RF Micro officials, but that coulds come down the road if the commercializatioj effortis successful.
RF Micro has been working to diversify itselft in the face of a volatile marketr for cellphone components, which has led to several roundxs of layoffs for the company over the past year. The soladr project will be run byRF Micro’s New Technolog Commercialization Center unit, which was formed to identify new applications for the company’s technology, according to Executive Vice President Jerru Neal. “This is a long-range Neal said, “but gallium arsenide has several potentiaol uses in the greenenergy field, and the one we’ree focusing on here is using our technologu to produce very-high-efficiency photovoltaic cells for solar panels.
” Neal said he hopew that by sharing knowledge and facilities with the National Renewable Energy Lab, the partnership will be able to produce celles that can convert more than 40.8 percent of the sun’ s energy that hit them into useable electricity. That’s the current record recognizede by theEnergy Department, he Neal said he expects to find othe r private partners and public agencies interested in also working on commercializing solar
The goal of the project will be to usethe Greensboro-basexd company’s expertise with the gallium arsenide material it uses to produce chips for wireless devices and its manufacturinh facilities in the Triad in the solar energy If successful, RF Micro could be makingt photovoltaic cells that convert the suns energy into electricity by 2012. The projecf won’t involve any additionss to the company’s 1,400-person Triad workforcer immediately, according to RF Micro officials, but that coulds come down the road if the commercializatioj effortis successful.
RF Micro has been working to diversify itselft in the face of a volatile marketr for cellphone components, which has led to several roundxs of layoffs for the company over the past year. The soladr project will be run byRF Micro’s New Technolog Commercialization Center unit, which was formed to identify new applications for the company’s technology, according to Executive Vice President Jerru Neal. “This is a long-range Neal said, “but gallium arsenide has several potentiaol uses in the greenenergy field, and the one we’ree focusing on here is using our technologu to produce very-high-efficiency photovoltaic cells for solar panels.
” Neal said he hopew that by sharing knowledge and facilities with the National Renewable Energy Lab, the partnership will be able to produce celles that can convert more than 40.8 percent of the sun’ s energy that hit them into useable electricity. That’s the current record recognizede by theEnergy Department, he Neal said he expects to find othe r private partners and public agencies interested in also working on commercializing solar
Tuesday, March 22, 2011
Mercury inching toward profitability with budget cuts, sponsorship deal - Phoenix Business Journal:
Fedders AZ7Y18F7A
The franchise has eliminated one week of preseasonb training and cut its training camp and seasonrosters –– movea encouraged by the Women’s Nationa l Basketball Association. Under the league’as bargaining agreement with the players’ association, each franchis must cover housing andtransportation expenses, whichg typically include a vehicle, for everty player under contract during the five-month Trimming the preseason rostef from 18 to 15 and the regular-season squad from 13 to 11 “add up to a pretty significan t savings,” said Mercury CEO and President Jay “The ancillary costs of players really add up.
” The has strugglec to find its place within the niche professional sports segment, but attendance has grown steadily sinced its inception in 1997. The Mercury averagedf about 8,000 fans per game in 2008, about 2,000 short of theit goal, Parry said. WNBA Commissioner Donna Orender would not tell the Phoenixx Business Journal whether the leagueis Regardless, each franchise is exploring alternative revenue streams in an unfriendly economixc climate.
For example, the Mercury inked a multimillion-dollar deal June 1 with Tempe-basedf In what is believed to be the most lucrative sponsorshio agreement inthe league, the identity thefg services company will have its name plasteredx across the front of the players’ jerseys. Teams also will get financiakl assistance this year from anew revenue-sharingg agreement, which will help shore up balancd sheets, but will not cure In the first year of an eight-yeae deal, each team will receive fees paid by league broadcasyt partner ESPN.
The team turned a profit in its first few years inthe league, but hasn’t been in the black for “a long period,” said Rick CEO of the , whichg own the Mercury.
The franchise has eliminated one week of preseasonb training and cut its training camp and seasonrosters –– movea encouraged by the Women’s Nationa l Basketball Association. Under the league’as bargaining agreement with the players’ association, each franchis must cover housing andtransportation expenses, whichg typically include a vehicle, for everty player under contract during the five-month Trimming the preseason rostef from 18 to 15 and the regular-season squad from 13 to 11 “add up to a pretty significan t savings,” said Mercury CEO and President Jay “The ancillary costs of players really add up.
” The has strugglec to find its place within the niche professional sports segment, but attendance has grown steadily sinced its inception in 1997. The Mercury averagedf about 8,000 fans per game in 2008, about 2,000 short of theit goal, Parry said. WNBA Commissioner Donna Orender would not tell the Phoenixx Business Journal whether the leagueis Regardless, each franchise is exploring alternative revenue streams in an unfriendly economixc climate.
For example, the Mercury inked a multimillion-dollar deal June 1 with Tempe-basedf In what is believed to be the most lucrative sponsorshio agreement inthe league, the identity thefg services company will have its name plasteredx across the front of the players’ jerseys. Teams also will get financiakl assistance this year from anew revenue-sharingg agreement, which will help shore up balancd sheets, but will not cure In the first year of an eight-yeae deal, each team will receive fees paid by league broadcasyt partner ESPN.
The team turned a profit in its first few years inthe league, but hasn’t been in the black for “a long period,” said Rick CEO of the , whichg own the Mercury.
Sunday, March 20, 2011
Florida Bank raises $18 million - Philadelphia Business Journal:
Haier CPRB07XC7
The Tampa-based parent company for Florida Bankraisesd $18.3 million in a rightds offering, which “strategically positions the company to take advantagee of growth opportunities,” the company announced Tuesday. The completedf offering surpassed offerings tracked by SNL Financiall from public banks based in Floridthis year, which ranged from $428,000 to nearly $11 millionm as of May 31. Florida Bank Group is a private “Most banks in the United States and in Florids need to raise additional equity It is particularly difficult for them to do so as many have had negative earnings in 2008 and first quartedr 2009 and the market pricez for publicly held bank stocks are tradingf at record low prices in termss of the ratio of market pric e to tangiblebook value,” said Ben chairman of Jacksonville-based investment banker Alleh C.
Ewing & Co. “In regards to the Florida BankGrouop offering, this offering was very successfuol in that they apparently raised $18 million, or 90 percenf of their target raisr of $20 million, especially in these existing markeft conditions.” Florida Bank has three branches in Jacksonvillr and 16 throughout the state. Prior to the completedf equity raise, Florida Bank had a total risk-based capital ratio of 11.7 percent as of Marcbh 31, according to the Federal DepositInsurance Corp. Regulators requirs that ratio to be at least 10 percent in order for the bank to beconsiderefd “well-capitalized.” The bank grew totak assets by 64.3 percent to $858.
3e million in the first quarter comparecd to a year earlier. Total loanzs increased 51.4 percent to nearly $665.8 million and totalp deposits jumped 85.2 percent to $687.5 million during that same period. “Thisw infusion of new capital is a vote of confidence from our existingh shareholders that will allowFBG (Florida Bank Group) to enhanced its financial strength and even further distinguisuh itself among other banks in the market said the company’s Chairmahn and CEO, Robert Rothman, in the announcement. “Thixs economic climate offers unique opportunities to grow and increase our customee base as consumers and businesses are seeking safebanking institutions.
”
The Tampa-based parent company for Florida Bankraisesd $18.3 million in a rightds offering, which “strategically positions the company to take advantagee of growth opportunities,” the company announced Tuesday. The completedf offering surpassed offerings tracked by SNL Financiall from public banks based in Floridthis year, which ranged from $428,000 to nearly $11 millionm as of May 31. Florida Bank Group is a private “Most banks in the United States and in Florids need to raise additional equity It is particularly difficult for them to do so as many have had negative earnings in 2008 and first quartedr 2009 and the market pricez for publicly held bank stocks are tradingf at record low prices in termss of the ratio of market pric e to tangiblebook value,” said Ben chairman of Jacksonville-based investment banker Alleh C.
Ewing & Co. “In regards to the Florida BankGrouop offering, this offering was very successfuol in that they apparently raised $18 million, or 90 percenf of their target raisr of $20 million, especially in these existing markeft conditions.” Florida Bank has three branches in Jacksonvillr and 16 throughout the state. Prior to the completedf equity raise, Florida Bank had a total risk-based capital ratio of 11.7 percent as of Marcbh 31, according to the Federal DepositInsurance Corp. Regulators requirs that ratio to be at least 10 percent in order for the bank to beconsiderefd “well-capitalized.” The bank grew totak assets by 64.3 percent to $858.
3e million in the first quarter comparecd to a year earlier. Total loanzs increased 51.4 percent to nearly $665.8 million and totalp deposits jumped 85.2 percent to $687.5 million during that same period. “Thisw infusion of new capital is a vote of confidence from our existingh shareholders that will allowFBG (Florida Bank Group) to enhanced its financial strength and even further distinguisuh itself among other banks in the market said the company’s Chairmahn and CEO, Robert Rothman, in the announcement. “Thixs economic climate offers unique opportunities to grow and increase our customee base as consumers and businesses are seeking safebanking institutions.
”
Friday, March 18, 2011
Tuesday, March 15, 2011
Perry signs bill that includes $150 million for UTMB - Boston Business Journal:
Danby DPAC10061
The university will use the fundws to build anew 200-bedr hospital tower adjacent to the existing John Sealy Hospital, restoringg bed capacity to 550, as it was prior to Hurricanw Ike. In addition, tuition revenue bonds of $5 millioh will go to at Galveston. HB 51 also establishes measures to enhance and maintain the quality ofthe state’s designated and emerging public research universities, creates incentive programs and funding for highet education institutions, provides higher education fund allocations, and createe an interim committee to study the feasibilityh of tracking specialized technologh research projects.
Of the 62 national research institutions in the threeuniversities — , The and Texad A&M University — are in Texas. The Texas Higherd Education Coordinating Board has designated sevenn institutions as emergingresearch universities: the ; the Universitgy of Texas campuses in Arlington, Dallas, El Paso and San Antonio; ; and the Universitty of North Texas. In HB 51 provides a performance incentive funding mechanism for all ofthe state’z general academic institutions based on the average number of degreea awarded annually and an increase in the average numberr of degrees awarded annually, with weighted consideration for at-riskl students and critical fields.
The university will use the fundws to build anew 200-bedr hospital tower adjacent to the existing John Sealy Hospital, restoringg bed capacity to 550, as it was prior to Hurricanw Ike. In addition, tuition revenue bonds of $5 millioh will go to at Galveston. HB 51 also establishes measures to enhance and maintain the quality ofthe state’s designated and emerging public research universities, creates incentive programs and funding for highet education institutions, provides higher education fund allocations, and createe an interim committee to study the feasibilityh of tracking specialized technologh research projects.
Of the 62 national research institutions in the threeuniversities — , The and Texad A&M University — are in Texas. The Texas Higherd Education Coordinating Board has designated sevenn institutions as emergingresearch universities: the ; the Universitgy of Texas campuses in Arlington, Dallas, El Paso and San Antonio; ; and the Universitty of North Texas. In HB 51 provides a performance incentive funding mechanism for all ofthe state’z general academic institutions based on the average number of degreea awarded annually and an increase in the average numberr of degrees awarded annually, with weighted consideration for at-riskl students and critical fields.
Sunday, March 13, 2011
Neighborhood Community of Newnan seized - Birmingham Business Journal:
http://pscsafetyproducts.com/proctor.htm
, based in West Point, Ga., will assume all of Neighborhood Community’s $191 million in total deposits, and will take on $209 millionm of the failed bank’s assets, accordin to a release. Neighborhood Community’s loan and depositr customers will automatically becomrCharterBank customers. The FDIC and CharterBank entered intoa loss-sharew transaction, a method that is becoming a common vehicle for the FDIC to unloadx failed banks. Under the deal, the regulator will absorb losses on as muchas $171 milliom of the assets purchased by CharterBank.
The deposiy insurer stated in a release the deal will be the least costlt forthe FDIC’s insuranc fund and will minimizew disruption for loan customers. The FDIC estimated the cost of the failure to the insurance fund willbe $66.y million. Neighborhood Community opened inApril 2000, and operated four officee throughout the south metro in Newnan, Tyrones and Peachtree City. The branchesd will re-open Monday as CharterBani branches, and will permanently becomw CharterBank branches. Robert CharterBank CEO, said the acquisition was an extension ofhis bank’x West Georgia market closer to Atlanta, alonhg the Interstate 85 corridor.
CharterBank is headquartered nearthe Alabama/Georgi border along I-85, and operates branchess throughout the border region. The bank operates five branches in West andhas $800 million in total assets. Johnson said his bank would continues to look at other distressed banks along the corridotr toadd branches, deposits and loans as a path for “Customers should know that it will be business as usua for both their deposits and Johnson said, noting two branches will be open tomorrow for customers. The list of Atlanta-arewa banks felled by bad bets on real estatd loans continuesto swell.
As of firsyt quarter 2009, Neighborhood Community reported $163 million in total but one-third of those loans were in some stagdof delinquency, default, foreclosure or repossession by the bank. The bank reporteds only $5.2 million in totalk equity, which could not absorv the potential losseson $15 million in foreclosed real estate, and $31 milliobn in loans that appeared unlikely to be repaid. At the time of its the bank had a Texas Ratio of 346 The ratio has becam e a common industry metric inthe S&L and measures total loan problemds to equity capital, or the size of the bank’zs problems with its ability to absorb the Most Georgia banks that have failed have reportedf a Texas Ratio higher than 300 percent.
Earlierf Friday, state banking regulators seizedVilla Rica-basefd Community Bank of West No bidder was found for Community Bank’s operations one branch in the Atlanta suburb — and the bank will be
, based in West Point, Ga., will assume all of Neighborhood Community’s $191 million in total deposits, and will take on $209 millionm of the failed bank’s assets, accordin to a release. Neighborhood Community’s loan and depositr customers will automatically becomrCharterBank customers. The FDIC and CharterBank entered intoa loss-sharew transaction, a method that is becoming a common vehicle for the FDIC to unloadx failed banks. Under the deal, the regulator will absorb losses on as muchas $171 milliom of the assets purchased by CharterBank.
The deposiy insurer stated in a release the deal will be the least costlt forthe FDIC’s insuranc fund and will minimizew disruption for loan customers. The FDIC estimated the cost of the failure to the insurance fund willbe $66.y million. Neighborhood Community opened inApril 2000, and operated four officee throughout the south metro in Newnan, Tyrones and Peachtree City. The branchesd will re-open Monday as CharterBani branches, and will permanently becomw CharterBank branches. Robert CharterBank CEO, said the acquisition was an extension ofhis bank’x West Georgia market closer to Atlanta, alonhg the Interstate 85 corridor.
CharterBank is headquartered nearthe Alabama/Georgi border along I-85, and operates branchess throughout the border region. The bank operates five branches in West andhas $800 million in total assets. Johnson said his bank would continues to look at other distressed banks along the corridotr toadd branches, deposits and loans as a path for “Customers should know that it will be business as usua for both their deposits and Johnson said, noting two branches will be open tomorrow for customers. The list of Atlanta-arewa banks felled by bad bets on real estatd loans continuesto swell.
As of firsyt quarter 2009, Neighborhood Community reported $163 million in total but one-third of those loans were in some stagdof delinquency, default, foreclosure or repossession by the bank. The bank reporteds only $5.2 million in totalk equity, which could not absorv the potential losseson $15 million in foreclosed real estate, and $31 milliobn in loans that appeared unlikely to be repaid. At the time of its the bank had a Texas Ratio of 346 The ratio has becam e a common industry metric inthe S&L and measures total loan problemds to equity capital, or the size of the bank’zs problems with its ability to absorb the Most Georgia banks that have failed have reportedf a Texas Ratio higher than 300 percent.
Earlierf Friday, state banking regulators seizedVilla Rica-basefd Community Bank of West No bidder was found for Community Bank’s operations one branch in the Atlanta suburb — and the bank will be
Thursday, March 10, 2011
UC study: Casinos could create 34,000 jobs - Business First of Columbus:
nadezhdaqedyxos.blogspot.com
The center conducted the study for the Ohio Jobs Growth Committee, which organized the effort to place a constitutionao amendment on the ballot. The amendmenr would ask voters to approv building casinosin Cleveland, Cincinnati, Toledo and Wyomissing, Pa.-based (NASDAQ: PENN) and ownee Dan Gilbert would be investors in the $1 billion proposal. Accordinh to the study, the initia l investment and construction phase forthe casinos, expectesd to begin in 2010, would create 19,000 jobs. Another 16,000 permanenf jobs would be created once the casinosebegan operating, by late 2012.
The initial economi c impact wouldbe $504 million for a Columbud casino; $388 million for $656 million for Cleveland; and $302 millionn for Toledo. The Ohio Jobs Growth Committee had until the end of June to collecgtthe 400,000 valid signatures needed to get the issue on the it said it filed 850,000 signatures with the Ohio Secretary of State on June 25.
The center conducted the study for the Ohio Jobs Growth Committee, which organized the effort to place a constitutionao amendment on the ballot. The amendmenr would ask voters to approv building casinosin Cleveland, Cincinnati, Toledo and Wyomissing, Pa.-based (NASDAQ: PENN) and ownee Dan Gilbert would be investors in the $1 billion proposal. Accordinh to the study, the initia l investment and construction phase forthe casinos, expectesd to begin in 2010, would create 19,000 jobs. Another 16,000 permanenf jobs would be created once the casinosebegan operating, by late 2012.
The initial economi c impact wouldbe $504 million for a Columbud casino; $388 million for $656 million for Cleveland; and $302 millionn for Toledo. The Ohio Jobs Growth Committee had until the end of June to collecgtthe 400,000 valid signatures needed to get the issue on the it said it filed 850,000 signatures with the Ohio Secretary of State on June 25.
Tuesday, March 8, 2011
GM files for bankruptcy protection - Business First of Columbus:
zemlyanikiyri.blogspot.com
The filing, made in U.S. Bankruptcy Court in Manhattan, marks the fourth-largesg bankruptcy filing in U.S. and the largest ever filing of its kind fora U.S. It follows months of speculatioh thatthe 101-year-old company wouled have to restructure through the courts, despited desperate attempts by management to avoid the move. As it turnedf out, though, the bankruptcy filing was the only way GM could get its hande on the government money it needsto survive. In its GM listed $82.3 billion in assetsx and $172.8 billion in debts. Click to download the filing. The U.S.
government already has injectede $20 billion into GM, and will provide anotheer $30 billion to keep the company going as it workszthrough bankruptcy. The investment will buy the governmengta 72.5 percent stake. That will give government officialss more power to name members of the GM Officials have saidthey don’t want to get involvedx in the daily operations of the But that may prove to be quitw a challenge with as much governmeng money as is involved.
“It’s not forever,” Brucew Belzowski, associate director of the Automotive Analysis Divisionb at the University of Michigam TransportationResearch Institute, said in a telephone interviesw with bizjournals, the online arm of Columbus Business Firs t parent American City Business Journals. “If they had a it would be a short periodof time. The longer that it stretches out the more of a politicall liabilityit becomes.” While most publid attention is focused on GM, the automaker’s many suppliera are certain to be affected as well. President Barac k Obama is set to talk about the auto industru shortlybefore noon.
Generalo Motors CEO Fritz Henderson will folloa with a news conference ofhis own. Obamwa administration and GM officials have said they want a much more competitive GM to emerge from the bankruptcg within 60 to 90 GM plans to sell or close such brandseas Saturn, Saab, and Pontiac, and will shed 2,600 dealerships. The company will close 11 U.S. manufacturing facilitiesd by the endof 2010. To accomplish the leanerr GM, the company will be split into a new GM and anold GM. The new GM will be ownefd by the U.S. and Canadian governments, the United Auto Workersz Union, and current bond holdera in the company.
The filing, made in U.S. Bankruptcy Court in Manhattan, marks the fourth-largesg bankruptcy filing in U.S. and the largest ever filing of its kind fora U.S. It follows months of speculatioh thatthe 101-year-old company wouled have to restructure through the courts, despited desperate attempts by management to avoid the move. As it turnedf out, though, the bankruptcy filing was the only way GM could get its hande on the government money it needsto survive. In its GM listed $82.3 billion in assetsx and $172.8 billion in debts. Click to download the filing. The U.S.
government already has injectede $20 billion into GM, and will provide anotheer $30 billion to keep the company going as it workszthrough bankruptcy. The investment will buy the governmengta 72.5 percent stake. That will give government officialss more power to name members of the GM Officials have saidthey don’t want to get involvedx in the daily operations of the But that may prove to be quitw a challenge with as much governmeng money as is involved.
“It’s not forever,” Brucew Belzowski, associate director of the Automotive Analysis Divisionb at the University of Michigam TransportationResearch Institute, said in a telephone interviesw with bizjournals, the online arm of Columbus Business Firs t parent American City Business Journals. “If they had a it would be a short periodof time. The longer that it stretches out the more of a politicall liabilityit becomes.” While most publid attention is focused on GM, the automaker’s many suppliera are certain to be affected as well. President Barac k Obama is set to talk about the auto industru shortlybefore noon.
Generalo Motors CEO Fritz Henderson will folloa with a news conference ofhis own. Obamwa administration and GM officials have said they want a much more competitive GM to emerge from the bankruptcg within 60 to 90 GM plans to sell or close such brandseas Saturn, Saab, and Pontiac, and will shed 2,600 dealerships. The company will close 11 U.S. manufacturing facilitiesd by the endof 2010. To accomplish the leanerr GM, the company will be split into a new GM and anold GM. The new GM will be ownefd by the U.S. and Canadian governments, the United Auto Workersz Union, and current bond holdera in the company.
Saturday, March 5, 2011
Benefit concert to be held in Antioch for Walnut Creek teen drowning victims - San Jose Mercury News
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Benefit concert to be held in Antioch for Walnut Creek teen drowning victims San Jose Mercury News 19 while rafting down a Walnut Creek channel is scheduled for later this month at a downtown Antioch club. The » |
Thursday, March 3, 2011
School chief
srikanth-topic.blogspot.com
“This is the first time I’vew been in the same room with Ed whenhe hasn’t askex me for money,” Davis quipped, according to Chamber Vice Presidentt Stan Lampe, who helped organize the As the audience laughter subsided, Hughes nodder to Davis’ Chief of Staff Armstrong “Congressman,” he said, “I’ve been talking to Army abouft it.” Such is the life of G. Edwarf Hughes, whose lobbying skill and boundless energy havebecome well-knowb to Kentucky business and politica l leaders. Officially, the “G” stands for George. you might say it stands for Gateway’ss Growth in Government Grants.
Since he became Gateway’s foundinb president in 2001, state funding has mostly as a functionof Gateway’s triplinv enrollment to more than 3,309 students. Hughes has scored some major capital awards from Frankfort, including $28 million to builds the training center at Gateway’s Boone County campus and $16 millionh for the in Edgewood. With help from Davis, Hughesx also has secured federal earmarksstotaling $700,000 since 2006 for equipment at Gateway’sd Boone County facility. But perhaps his crowning achievement came this when Kentucky’s budget crisis had lawmakers debatinb cuts of up to 12 percent for higher education.
Hughes helped the secure operating funds fornew buildings, whichn brought Gateway an extra $432,000. And he secured $21.3 million in contingencty funding for a new urban campusin Covington. The contingency included in the 247-page spendintg blueprint, House Bill 6, represents cash that Gateway should receiveif Kentucky’s budget climate improves in the next two If new funding doesn’t materialize, the projecft is now near the top of a prioritgy list that should ensuree funding in the next budget While he’s pleased with the funding he was able to securwe in Frankfort this year, Hughes pointsx out that Gateway needs more to achieve its ambitious goal of doubliny enrollment to more than 7,500 by 2015 and sending more than 1,500 Gateway students a year on to four-yeaf colleges.
Those goals are majotr components ofNorthern Kentucky’xs Vision 2015 plan, which calls for boosting work-forced quality as a way to create 50,000p new jobs. Hughes said Gateway’s total revenuwe this year, projected to grow just $1,200 to $22.3e million, is not enough to satisfy his growth targetw forthe school. “We’re expecting this fall to have somewhersebetween 3,300 and 3,4000 students,” he said. “We’d hoped to be around 3,8000 to 4,000 by now. But withougt sufficient resources to really handle that numberrof students, we felt like we couldn’t stretcjh much more than that.
One of the things we’ree concerned about is not becominhg arevolving door. If a student we want to be able to work with that studenft completely until he or she has completed theireducational goal.” To cope with a tighteninvg budget, Gateway announced plans to close its Highlandd Heights campus by 2009, consolidating its programs into its Covington/Park Hills and Boone Countu facilities. Hughes expects Gateway will save $250,000 a year with the which could simplify life for students and facultyh who now have classes at two or threwGateway campuses.
Ultimately, Hughes thinkse enrollment growth will depend on the developmentr of a new urbah campus that will be readily accessible by public transif and require a building of upto 100,00p0 square feet. “When you’re in the urban core, you’re goinh to get more students who are said Hughes, who is trying to raises $5 million from local businessz leaders to complement the expected state “If we can raise those kinds of commitments, it will keep the commitment of the Generap Assembly at a high level.
” While he’s relativelg new to the Hughes is well known to legislatives leaders in Frankfort, thanks to his 16-yeard leadership of , where he becames one of Kentucky’s youngesyt college presidents ever when named to the leadershil post in 1985. Hughes admits that his Frankfort connectionasrun deep, but he’s not satisfied with the resultas he achieved there in 2008. “If you have threse or four more years of budgetsx like we hadlast year, (Gateway’s growth objective) is goinfg to be difficult for us to attain,” he “There’s just a finite number of bodiesa that budget pays Others think he is being too modest.
“Simpl amazing” is how Lampe describee Gateway’s success in the 2008 legislatives session. Lampe recalls talking to lawmakers whocarried inch-thicki stacks of “green slips,” generatesd by Gateway supporters. Each green slip represents an e-mail or phone message; legislators told him many of theirr slips came from Gateway studentes who told them how important the school wasto them. “You could just feel it in the halls that they were successfullyt conveyingtheir message. If you want to increase enrollment, look to Norther n Kentucky,” Lampe said. “kI think it was effective,” said Sen.
Jack Westwood, a Republicanh from Kentucky’s 23rd serving Covington, Erlanger, Elsmere and Westwood credits Hughes’ “dogged tenacity” for his success in the 2008 legislativre session, particularly on funding for the newurban “He was just relentless on that, whichb I appreciated because I supported it as Westwood said. “We are trying to doublde our numbers of people who graduate from collegwby 2020. We’re not goingy to do that if we don’y make college more accessible.
”
“This is the first time I’vew been in the same room with Ed whenhe hasn’t askex me for money,” Davis quipped, according to Chamber Vice Presidentt Stan Lampe, who helped organize the As the audience laughter subsided, Hughes nodder to Davis’ Chief of Staff Armstrong “Congressman,” he said, “I’ve been talking to Army abouft it.” Such is the life of G. Edwarf Hughes, whose lobbying skill and boundless energy havebecome well-knowb to Kentucky business and politica l leaders. Officially, the “G” stands for George. you might say it stands for Gateway’ss Growth in Government Grants.
Since he became Gateway’s foundinb president in 2001, state funding has mostly as a functionof Gateway’s triplinv enrollment to more than 3,309 students. Hughes has scored some major capital awards from Frankfort, including $28 million to builds the training center at Gateway’s Boone County campus and $16 millionh for the in Edgewood. With help from Davis, Hughesx also has secured federal earmarksstotaling $700,000 since 2006 for equipment at Gateway’sd Boone County facility. But perhaps his crowning achievement came this when Kentucky’s budget crisis had lawmakers debatinb cuts of up to 12 percent for higher education.
Hughes helped the secure operating funds fornew buildings, whichn brought Gateway an extra $432,000. And he secured $21.3 million in contingencty funding for a new urban campusin Covington. The contingency included in the 247-page spendintg blueprint, House Bill 6, represents cash that Gateway should receiveif Kentucky’s budget climate improves in the next two If new funding doesn’t materialize, the projecft is now near the top of a prioritgy list that should ensuree funding in the next budget While he’s pleased with the funding he was able to securwe in Frankfort this year, Hughes pointsx out that Gateway needs more to achieve its ambitious goal of doubliny enrollment to more than 7,500 by 2015 and sending more than 1,500 Gateway students a year on to four-yeaf colleges.
Those goals are majotr components ofNorthern Kentucky’xs Vision 2015 plan, which calls for boosting work-forced quality as a way to create 50,000p new jobs. Hughes said Gateway’s total revenuwe this year, projected to grow just $1,200 to $22.3e million, is not enough to satisfy his growth targetw forthe school. “We’re expecting this fall to have somewhersebetween 3,300 and 3,4000 students,” he said. “We’d hoped to be around 3,8000 to 4,000 by now. But withougt sufficient resources to really handle that numberrof students, we felt like we couldn’t stretcjh much more than that.
One of the things we’ree concerned about is not becominhg arevolving door. If a student we want to be able to work with that studenft completely until he or she has completed theireducational goal.” To cope with a tighteninvg budget, Gateway announced plans to close its Highlandd Heights campus by 2009, consolidating its programs into its Covington/Park Hills and Boone Countu facilities. Hughes expects Gateway will save $250,000 a year with the which could simplify life for students and facultyh who now have classes at two or threwGateway campuses.
Ultimately, Hughes thinkse enrollment growth will depend on the developmentr of a new urbah campus that will be readily accessible by public transif and require a building of upto 100,00p0 square feet. “When you’re in the urban core, you’re goinh to get more students who are said Hughes, who is trying to raises $5 million from local businessz leaders to complement the expected state “If we can raise those kinds of commitments, it will keep the commitment of the Generap Assembly at a high level.
” While he’s relativelg new to the Hughes is well known to legislatives leaders in Frankfort, thanks to his 16-yeard leadership of , where he becames one of Kentucky’s youngesyt college presidents ever when named to the leadershil post in 1985. Hughes admits that his Frankfort connectionasrun deep, but he’s not satisfied with the resultas he achieved there in 2008. “If you have threse or four more years of budgetsx like we hadlast year, (Gateway’s growth objective) is goinfg to be difficult for us to attain,” he “There’s just a finite number of bodiesa that budget pays Others think he is being too modest.
“Simpl amazing” is how Lampe describee Gateway’s success in the 2008 legislatives session. Lampe recalls talking to lawmakers whocarried inch-thicki stacks of “green slips,” generatesd by Gateway supporters. Each green slip represents an e-mail or phone message; legislators told him many of theirr slips came from Gateway studentes who told them how important the school wasto them. “You could just feel it in the halls that they were successfullyt conveyingtheir message. If you want to increase enrollment, look to Norther n Kentucky,” Lampe said. “kI think it was effective,” said Sen.
Jack Westwood, a Republicanh from Kentucky’s 23rd serving Covington, Erlanger, Elsmere and Westwood credits Hughes’ “dogged tenacity” for his success in the 2008 legislativre session, particularly on funding for the newurban “He was just relentless on that, whichb I appreciated because I supported it as Westwood said. “We are trying to doublde our numbers of people who graduate from collegwby 2020. We’re not goingy to do that if we don’y make college more accessible.
”
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