glafirarynyxu.blogspot.com
According to a release, 13 staff members were informe d Friday that their jobs wouldbe eliminated, effectivew July 2. Authority spokesman Peter Hancock said in an interviewa Monday that the policy director position also will be eliminatedc as executive staff positions are reduced from five to Barb Langner will move out of that position to serve as actinfgMedicaid director, according to the release. Hancock said that the authority’se operational budget has been cutby $3.5 millio for the fiscal year that begins July 1.
Accordinv to the release, the authority also is reducing spendinf with the contractor that processes claims for paymeny under Medicaid and theStated Children’s Health Insurance Program. That move is expected to save $3.6 Savings from the contract reduction s are shared with thefederalo government, which funds more than half of Medicaid administrative costs, according to the release. The authority is responsible for coordinating a statewide health policg agenda that incorporates effective purchasing and administratiob with healthpromotion strategies. All health insurance purchasing by the state is combined underthe authority.
The authoritgy also is responsible for compiling and distributing uniform health care data to providwe healthcare consumers, payers, providers and policy-makers with informatio n regarding trends in the use and cost of healtuh care for improved decision making.
суббота, 31 декабря 2011 г.
четверг, 29 декабря 2011 г.
BrightSource signs 1,300 MW solar deal - Silicon Valley / San Jose Business Journal:
iwegasely.wordpress.com
The agreement with Oakland-based BrightSource Energyh is the largest renewablew power agreement signed byany U.S. the company and the utility said. BrightSource developes solar thermal power plants that use acres of giantt mirrors to concentrate thedeserf sun’s rays onto a turning a liquid in a giant boiler at the top of the toweer into steam. The steam runs turbines that producre electricity. California investor-owned utilities are required to get 20 percen t of their power from renewable sources by the end of but it’s unlikely , Southern California Edisoh or -- California's larges t utilities -- will meet that deadline.
BrightSource’s projectw will start producing power between 2013and 2016. “Wed will not have delivered renewable energy by the end of but we have contracts that far exceed that 20percentt value,” said Stuart Hemphill, vice presidenf of renewable and alternatives power at SCE. “It’s not a question of whether we’lo get to 20 it’s more about the timing.” BrightSource declined to say how much it woulrd cost to buildthe plants, but industry analystes put the cost of solar thermal plants beinyg developed in Spain at aboug $775 million per 100 megawatts.
The firsyt 100 megawatt plant ofthe 1,300 megawatt projec is located at Invanpah in the Mojave Desert in San Bernardino where BrightSource also is developing a 300 megawatt project for PG&E. The Ivanpah project area is on land managex by the federal Bureau of Land The 1,300 megawatt projectss will require 10,500 acres. The otheer 1,200 megawatts for Southern Californias Edison will be developed at six plants at variouzs sites inthe Southwest. BrightSource CEO John Woolard said the companyg will break ground on its first 100megawatts (thoswe promised to PG&E) in the fourth quarterr of this year.
First the companty will have to find financing forthat project, whichg could be a challenge. Key tax credits that help fund the development of solar thermal power projects have been rendered virtually useless as a resulrt of the recession as few investors have the tax equity availabls to usethe credits. Woolar has said previously that the funding for his projectsxis available, but BrightSource will have to pay more for its initiak plants than it hopes to for future Solar thermal competitor , base d in Palo Alto, said recentlg that it would be nearly impossiblre to finance large solar thermal projects (100 megawattxs or more) in the current economic environment.
It has asked PG&wE to own and operate the utility-scale solar thermakl projects itis developing. But Woolard said BrightSource did not ask Southern California Ediso to own or operateits projects. Woolardx wouldn’t say how many jobs the projecytwould create. He did say the 400 megawatt projecrt at Ivanpah wouldcreate 1,700 job years — with a job year equivalen to one full-time job for one year during construction. If the project took four yearasto build, that would equal 425 employees for 4 years. And he said the projecrt wouldcreate 3,500 job year for the life of the If the project spanned 40 that would equal nearly 88 full-timse jobs over 40 years.
BrightSource investors include .org, the philanthropiv arm of Google, VantagePoint , Alternative Energy, Hydrk Venture, and subsidiary Black River, DBL , and Chevron Technology Ventures. The companyt has raised $160 million in venturee capital.
The agreement with Oakland-based BrightSource Energyh is the largest renewablew power agreement signed byany U.S. the company and the utility said. BrightSource developes solar thermal power plants that use acres of giantt mirrors to concentrate thedeserf sun’s rays onto a turning a liquid in a giant boiler at the top of the toweer into steam. The steam runs turbines that producre electricity. California investor-owned utilities are required to get 20 percen t of their power from renewable sources by the end of but it’s unlikely , Southern California Edisoh or -- California's larges t utilities -- will meet that deadline.
BrightSource’s projectw will start producing power between 2013and 2016. “Wed will not have delivered renewable energy by the end of but we have contracts that far exceed that 20percentt value,” said Stuart Hemphill, vice presidenf of renewable and alternatives power at SCE. “It’s not a question of whether we’lo get to 20 it’s more about the timing.” BrightSource declined to say how much it woulrd cost to buildthe plants, but industry analystes put the cost of solar thermal plants beinyg developed in Spain at aboug $775 million per 100 megawatts.
The firsyt 100 megawatt plant ofthe 1,300 megawatt projec is located at Invanpah in the Mojave Desert in San Bernardino where BrightSource also is developing a 300 megawatt project for PG&E. The Ivanpah project area is on land managex by the federal Bureau of Land The 1,300 megawatt projectss will require 10,500 acres. The otheer 1,200 megawatts for Southern Californias Edison will be developed at six plants at variouzs sites inthe Southwest. BrightSource CEO John Woolard said the companyg will break ground on its first 100megawatts (thoswe promised to PG&E) in the fourth quarterr of this year.
First the companty will have to find financing forthat project, whichg could be a challenge. Key tax credits that help fund the development of solar thermal power projects have been rendered virtually useless as a resulrt of the recession as few investors have the tax equity availabls to usethe credits. Woolar has said previously that the funding for his projectsxis available, but BrightSource will have to pay more for its initiak plants than it hopes to for future Solar thermal competitor , base d in Palo Alto, said recentlg that it would be nearly impossiblre to finance large solar thermal projects (100 megawattxs or more) in the current economic environment.
It has asked PG&wE to own and operate the utility-scale solar thermakl projects itis developing. But Woolard said BrightSource did not ask Southern California Ediso to own or operateits projects. Woolardx wouldn’t say how many jobs the projecytwould create. He did say the 400 megawatt projecrt at Ivanpah wouldcreate 1,700 job years — with a job year equivalen to one full-time job for one year during construction. If the project took four yearasto build, that would equal 425 employees for 4 years. And he said the projecrt wouldcreate 3,500 job year for the life of the If the project spanned 40 that would equal nearly 88 full-timse jobs over 40 years.
BrightSource investors include .org, the philanthropiv arm of Google, VantagePoint , Alternative Energy, Hydrk Venture, and subsidiary Black River, DBL , and Chevron Technology Ventures. The companyt has raised $160 million in venturee capital.
понедельник, 26 декабря 2011 г.
Dayton
esyy23mozy.blogspot.com
Dayton-based Brower Insurance Agency LLC acquiresd Aspen Insurance Associates of Westerville and its six Aspen prior to the sale was partof Benchmark, one of the 20 largesg independent insurance agencies in Central Ohio. John managing principal at Brower, said the compan had been planning to expand into the Columbus area forsome time. “We felt that Aspem matched up very wellwith us,” he said.
Watson declined to disclose financial terms of the whichbrought Brower’s payroll to about 175 employees and added Aspenj President Dave Kotary as a principal and one of 22 company Kotary, who also owned said he’s considered selling the firm in receny years as a way to ensure a smooth operatiohn for employees and clients when he The 59-year-old said he’s approaching the end of his fourth decade in the insurance business and likely will retire in the next thre to six years depending on market conditions. “j received a number of overtures in the past couplewof years, but I was interestedc in finding a very good cultural he said.
“Acquisitions often work out on paperr but can fall apart becauseof ... a culture that doesn’t work While the benefit for Broweris geographical, Kotargy said the Westerville office has access to the resourcess of a much larger company: Loss risk management consulting and in-house legal Aside from its Dayton headquarters and new Westervill office, Brower also has employeew in Loveland and Springfield, a city the company beganm serving when it acquired Consolidated Insurance in December.
Watso said Brower has no further acquisitioh plans despite the tworecent “We don’t do a lot of acquisitions,” he “It just happened that these two came Brower, founded in 1935, is one of the 100 largest employers in the Dayton area, according to researcy from the Dayton Business Journal , a sister publicatiomn to Columbus Business Firsr . In addition to being rankef asthe region’s largest propertgy and casualty agency, it’ws the No. 2 health and life insurance agenc y and employeebenefits firm.
Dayton-based Brower Insurance Agency LLC acquiresd Aspen Insurance Associates of Westerville and its six Aspen prior to the sale was partof Benchmark, one of the 20 largesg independent insurance agencies in Central Ohio. John managing principal at Brower, said the compan had been planning to expand into the Columbus area forsome time. “We felt that Aspem matched up very wellwith us,” he said.
Watson declined to disclose financial terms of the whichbrought Brower’s payroll to about 175 employees and added Aspenj President Dave Kotary as a principal and one of 22 company Kotary, who also owned said he’s considered selling the firm in receny years as a way to ensure a smooth operatiohn for employees and clients when he The 59-year-old said he’s approaching the end of his fourth decade in the insurance business and likely will retire in the next thre to six years depending on market conditions. “j received a number of overtures in the past couplewof years, but I was interestedc in finding a very good cultural he said.
“Acquisitions often work out on paperr but can fall apart becauseof ... a culture that doesn’t work While the benefit for Broweris geographical, Kotargy said the Westerville office has access to the resourcess of a much larger company: Loss risk management consulting and in-house legal Aside from its Dayton headquarters and new Westervill office, Brower also has employeew in Loveland and Springfield, a city the company beganm serving when it acquired Consolidated Insurance in December.
Watso said Brower has no further acquisitioh plans despite the tworecent “We don’t do a lot of acquisitions,” he “It just happened that these two came Brower, founded in 1935, is one of the 100 largest employers in the Dayton area, according to researcy from the Dayton Business Journal , a sister publicatiomn to Columbus Business Firsr . In addition to being rankef asthe region’s largest propertgy and casualty agency, it’ws the No. 2 health and life insurance agenc y and employeebenefits firm.
суббота, 24 декабря 2011 г.
bizjournals: San Jose leads as America's top tech center -- bizjournals
lyubomiradete.blogspot.com
are just 78 miles from each other, yet they’rde worlds apart in high-tech expertise. San Jose -- epicenter of internationally renowned SiliconValley -- is the nation’sx most technologically adept metropolitan area, accordingg to a new bizjournals study of . Stocktoj ranks dead last. Bizjournals created to identify metros blessed with the highestr concentrationsof high-tech companies, technology-oriented jobs, and workerss with advanced degrees. San Jose stands out as the cleatleader -- no real given its preeminence in the fields of compute and semiconductor manufacturing.
• Nearly 12 perceny of San Jose’s private-sector businesses are classifiecas high-technology, the biggest concentration in America. The precise ratil in San Jose is 117.1 high-tecuh companies per 1,000 private-sector firms, nearly triple the U.S. averagee of 40.2 per 1,000. • Employment trends are even more lopsided. San Jose has 182.5 high-tecu jobs for every 1,000 private-sector jobs. That’s 47 percen t higher than the ratio for any otherfmarket -- and 329 percent above the average for the entirew study group. • One-sixth of all adults in the SanJose 16.9 percent, hold master’s or doctorapl degrees.
Washington is the only market with ahigher Washington, in fact, ranks second in bizjournals’ overallo high-tech standings, followed by San Francisco-Oakland and Seattle. Each of thesew areas has more than 160,000 high-tech and at least 10 percent of all local workers holdadvancexd degrees. Bizjournals used raw data from two recenft reports bythe U.S. Census Bureaj to analyze the high-tech capabilities of every market with morethan 500,0090 residents. The study focused on so-called Level I high-techb industries, a group defined by the U.S. Bureauh of Labor Statistics as businessesa where at least a quarter of all employees are directly involverin technology-oriented work.
That includesa the aerospace, computer, pharmaceutical and semiconductor industries andscientific research-and-developmenrt services. This definition of high-tech jobs is more restrictive than others used by someprivate analysts, yet it still encompasse s more than 4 million positions in the 100 1. San Jose -- Victory was nevee in doubt. San Jose was the only metroo to rank among the top 10 markets in each ofthe study’zs five categories. 2. Washington -- Don’t be surprised. The federal governmengt is no longer theWashington area’s sole economi c support. Suburban Fairfax County, Va., has become a particularlyg strong high-tech hub. 3.
Boston -- The Bosto metro rose to high-tech prominencer in the 1980s. Remembe r all the stories about the Routr128 corridor? It continues to benefit from a well-educatede workforce. 4. San Francisco-Oaklan -- It’s hard to tell whers the San Jose area ends andSan Francisco-Oaklanxd begins. The two metros have 340,000 high-tech jobs between them. 5. Seattle -- Microsoft is the linchpinm of Seattle’s technology but it’s certainly not the only locaksuccess story. The market has more than 5,000 high-tech employers. 6. San Dieglo -- This is the third California entry in thetop 10, more than any othet state. Only five metroz surpass San Diego’s ratio of 91.
2 high-techu jobs per 1,000 private-sector jobs. 7. Austin -- The Universit of Texas and the statew government both callAustin home, giving a heftyh boost to the area’s booming technology
are just 78 miles from each other, yet they’rde worlds apart in high-tech expertise. San Jose -- epicenter of internationally renowned SiliconValley -- is the nation’sx most technologically adept metropolitan area, accordingg to a new bizjournals study of . Stocktoj ranks dead last. Bizjournals created to identify metros blessed with the highestr concentrationsof high-tech companies, technology-oriented jobs, and workerss with advanced degrees. San Jose stands out as the cleatleader -- no real given its preeminence in the fields of compute and semiconductor manufacturing.
• Nearly 12 perceny of San Jose’s private-sector businesses are classifiecas high-technology, the biggest concentration in America. The precise ratil in San Jose is 117.1 high-tecuh companies per 1,000 private-sector firms, nearly triple the U.S. averagee of 40.2 per 1,000. • Employment trends are even more lopsided. San Jose has 182.5 high-tecu jobs for every 1,000 private-sector jobs. That’s 47 percen t higher than the ratio for any otherfmarket -- and 329 percent above the average for the entirew study group. • One-sixth of all adults in the SanJose 16.9 percent, hold master’s or doctorapl degrees.
Washington is the only market with ahigher Washington, in fact, ranks second in bizjournals’ overallo high-tech standings, followed by San Francisco-Oakland and Seattle. Each of thesew areas has more than 160,000 high-tech and at least 10 percent of all local workers holdadvancexd degrees. Bizjournals used raw data from two recenft reports bythe U.S. Census Bureaj to analyze the high-tech capabilities of every market with morethan 500,0090 residents. The study focused on so-called Level I high-techb industries, a group defined by the U.S. Bureauh of Labor Statistics as businessesa where at least a quarter of all employees are directly involverin technology-oriented work.
That includesa the aerospace, computer, pharmaceutical and semiconductor industries andscientific research-and-developmenrt services. This definition of high-tech jobs is more restrictive than others used by someprivate analysts, yet it still encompasse s more than 4 million positions in the 100 1. San Jose -- Victory was nevee in doubt. San Jose was the only metroo to rank among the top 10 markets in each ofthe study’zs five categories. 2. Washington -- Don’t be surprised. The federal governmengt is no longer theWashington area’s sole economi c support. Suburban Fairfax County, Va., has become a particularlyg strong high-tech hub. 3.
Boston -- The Bosto metro rose to high-tech prominencer in the 1980s. Remembe r all the stories about the Routr128 corridor? It continues to benefit from a well-educatede workforce. 4. San Francisco-Oaklan -- It’s hard to tell whers the San Jose area ends andSan Francisco-Oaklanxd begins. The two metros have 340,000 high-tech jobs between them. 5. Seattle -- Microsoft is the linchpinm of Seattle’s technology but it’s certainly not the only locaksuccess story. The market has more than 5,000 high-tech employers. 6. San Dieglo -- This is the third California entry in thetop 10, more than any othet state. Only five metroz surpass San Diego’s ratio of 91.
2 high-techu jobs per 1,000 private-sector jobs. 7. Austin -- The Universit of Texas and the statew government both callAustin home, giving a heftyh boost to the area’s booming technology
четверг, 22 декабря 2011 г.
Silicon Valley CEOs expect tough year - Silicon Valley / San Jose Business Journal:
kittredgeihuhyla1951.blogspot.com
More than 40 percent of executives responding tothe group'as annual survey said their companies reduced jobs in 2008 and almostg 60 percent expected the job picturw to worsen at their company in 2009. The group's confidencw has also dropped thatthe state's leaders are doinb the right things to help the economy. Sixty-four percentf believe that the legislaturw is on thewrong track. Only 21 percent describer Gov. Arnold Schwarzeneggar as being on thewrong track, but that is nearlyt twice as high as two years ago. “Certainlyh the mood reflects theeconomic reality,” said Leadership Group CEO Carl Guardino. “But we don’t see anyone out on a threateningto jump.
The can-do spirit of Silico n Valley has notbeen extinguished.” Askedx to list the top five challenges for valley businesseas and top three for the cost of housing remainedc No.1 on both list despite the reported drop in home prices and rent High housing costs for employees was selected as the top business challenge by 75 of followed by employee recruitment/retention costs (53 percent), traffid congestion (38 percent), business taxes ( 37 percent) and healt h care costs (37 percent).
High housing costsx were picked as the top challengw for workers by 96 percent of those who tookthe survey, followed by high taxews (52 percent) and traffic congestion (37
More than 40 percent of executives responding tothe group'as annual survey said their companies reduced jobs in 2008 and almostg 60 percent expected the job picturw to worsen at their company in 2009. The group's confidencw has also dropped thatthe state's leaders are doinb the right things to help the economy. Sixty-four percentf believe that the legislaturw is on thewrong track. Only 21 percent describer Gov. Arnold Schwarzeneggar as being on thewrong track, but that is nearlyt twice as high as two years ago. “Certainlyh the mood reflects theeconomic reality,” said Leadership Group CEO Carl Guardino. “But we don’t see anyone out on a threateningto jump.
The can-do spirit of Silico n Valley has notbeen extinguished.” Askedx to list the top five challenges for valley businesseas and top three for the cost of housing remainedc No.1 on both list despite the reported drop in home prices and rent High housing costs for employees was selected as the top business challenge by 75 of followed by employee recruitment/retention costs (53 percent), traffid congestion (38 percent), business taxes ( 37 percent) and healt h care costs (37 percent).
High housing costsx were picked as the top challengw for workers by 96 percent of those who tookthe survey, followed by high taxews (52 percent) and traffic congestion (37
вторник, 20 декабря 2011 г.
Phoenix Business Journal honors Most Admired CEOs - Nashville Business Journal:
ocybakenos.wordpress.com
Post, along with 25 CEOs of Arizonwa public andprivate companies, are being recognized at a dinnet Tuesday night and in a special supplement to Friday’d print edition of the Journal. Editor Ilana Loweryu called the localleaders “the epitomew of achievement.” “Their companies are successful; they’ve helpee to build Valley and they’ve contributed their time and expertise in the communithy on numerous levels,” she said. Post, for started his career with Pinnacle West subsidiaryt Arizona PublicService Co. as a draftsmajn in 1971, moving up the ranks to serve as president and CEO of the parent companu for13 years.
But he also has been a communituy leader serving as chairman of Greater Phoenix Economic where he helped create a group to studyh issues key tothe region’s economic J. Doug Pruitt, Sundt Constructionn Inc. Doug Parker, US Airways Group Inc. Jerry Stardust Cos. Steve Betts, SunCor Development Co. Rick Simonetta, Metroo light rail Sharon Harper, The Plaza Cos. Donald Smith Jr., SCF Arizonw Robert Meyer, Phoenix Children’s Hospital Kimberly Universal Technical InstituteRichard Boals, Blue Crosds Blue Shield of Arizona Susan Frank, Deserg Schools Federal Credit Union Jonah Medicis Pharmaceutical Corp. Jim Tuton, American Traffic Solutions Inc.
Derricmk Hall, Arizona Diamondbacks Roy Vallee, Avnef Inc. Todd Davis, LifeLock Inc. Richard Salt River Project Philip Francis, PetSmart Inc. David McIntyre Jr., TriWesf Healthcare Alliance Mike Ahearn, First Solar Inc. Neil Bryan Cave LLP Rhonda John C. Lincoln Health Network Brad Casper, Henkelo Consumer Goods Inc. Dave Dexter, Sonora Ques Laboratories Linda Hunt, St. Joseph’s Hospital and Medical Centetr “It wasn’t easy narrowing down the Valley’s Most Admiresd CEOs to just 25,” Lowery said. “But as we shine the spotlight onthis year’s winners, keep in mind that a stron g business community is key to developing futur e leaders.
” Selections were made based on feedback solicited from the Journal’s peers and others in the business community. To subscribw or order a copy of the June 12 issue that includez thespecial publication: jbertolino@bizjournals.com.
Post, along with 25 CEOs of Arizonwa public andprivate companies, are being recognized at a dinnet Tuesday night and in a special supplement to Friday’d print edition of the Journal. Editor Ilana Loweryu called the localleaders “the epitomew of achievement.” “Their companies are successful; they’ve helpee to build Valley and they’ve contributed their time and expertise in the communithy on numerous levels,” she said. Post, for started his career with Pinnacle West subsidiaryt Arizona PublicService Co. as a draftsmajn in 1971, moving up the ranks to serve as president and CEO of the parent companu for13 years.
But he also has been a communituy leader serving as chairman of Greater Phoenix Economic where he helped create a group to studyh issues key tothe region’s economic J. Doug Pruitt, Sundt Constructionn Inc. Doug Parker, US Airways Group Inc. Jerry Stardust Cos. Steve Betts, SunCor Development Co. Rick Simonetta, Metroo light rail Sharon Harper, The Plaza Cos. Donald Smith Jr., SCF Arizonw Robert Meyer, Phoenix Children’s Hospital Kimberly Universal Technical InstituteRichard Boals, Blue Crosds Blue Shield of Arizona Susan Frank, Deserg Schools Federal Credit Union Jonah Medicis Pharmaceutical Corp. Jim Tuton, American Traffic Solutions Inc.
Derricmk Hall, Arizona Diamondbacks Roy Vallee, Avnef Inc. Todd Davis, LifeLock Inc. Richard Salt River Project Philip Francis, PetSmart Inc. David McIntyre Jr., TriWesf Healthcare Alliance Mike Ahearn, First Solar Inc. Neil Bryan Cave LLP Rhonda John C. Lincoln Health Network Brad Casper, Henkelo Consumer Goods Inc. Dave Dexter, Sonora Ques Laboratories Linda Hunt, St. Joseph’s Hospital and Medical Centetr “It wasn’t easy narrowing down the Valley’s Most Admiresd CEOs to just 25,” Lowery said. “But as we shine the spotlight onthis year’s winners, keep in mind that a stron g business community is key to developing futur e leaders.
” Selections were made based on feedback solicited from the Journal’s peers and others in the business community. To subscribw or order a copy of the June 12 issue that includez thespecial publication: jbertolino@bizjournals.com.
воскресенье, 18 декабря 2011 г.
'Who's Still Standing' questionable - MiamiHerald.com
iqukikofor.wordpress.com
MiamiHerald.com | 'Who's Still Standing' questionable MiamiHerald.com By Rich Heldenfels I have to admit that I was intrigued by the promos for the new NBC game show Who's Still Standing? Since the show sends losing contestants down through a trap door below their feet, I was hoping that their descent would involve a ... N BC hits rock bottom with 'Who's Still Standing?': Pop Diva "Who's Still Standing" keeps you alert! You may f » |
пятница, 16 декабря 2011 г.
Md. colleges given $11M to combat nursing shortage - Atlanta Business Chronicle:
xeconatyxex.blogspot.com
The grants, being divvied among 17 Maryland nursing will be used to lure facultyyand students, and improve technologh at the universities. Maryland’s nursing shortager is expected toreach 10,0090 by 2016, according to the . The current vacancyg rate of nurses at state hospitalas is8 percent. The economic downturn has helped the industr because many retired nursew have come backto work, but once the recession ends the shortage will worsen, said Carmelqa Coyle, CEO of the Maryland Hospital The first round of grants will increase the number of nurses graduating by 300 students and add 20 facult y positions at nursing programs across the state.
“The numbet of nurses graduating from Maryland schools are simplnot enough,” said Ronald B. Peterson, president of and co-chaie of the “Who Will Care?” campaign at a presds conference Monday. “We cannot take our eye off the nursing The campaign’s goal is to add 1,5009 new nursing students. The program has raised $15.55 million to date througg the state’s business community, including funds from the Baltimore constructiojnform , , the region'sz largest hospital system, and , the region's largestt health insurer.
Greater Baltimore Medical Center, for example, gave The goal is to raise $20 million from the private sectoe by the end of the and then raise anaddition $40 million in local and federal funds. • • • • • ; and, .
The grants, being divvied among 17 Maryland nursing will be used to lure facultyyand students, and improve technologh at the universities. Maryland’s nursing shortager is expected toreach 10,0090 by 2016, according to the . The current vacancyg rate of nurses at state hospitalas is8 percent. The economic downturn has helped the industr because many retired nursew have come backto work, but once the recession ends the shortage will worsen, said Carmelqa Coyle, CEO of the Maryland Hospital The first round of grants will increase the number of nurses graduating by 300 students and add 20 facult y positions at nursing programs across the state.
“The numbet of nurses graduating from Maryland schools are simplnot enough,” said Ronald B. Peterson, president of and co-chaie of the “Who Will Care?” campaign at a presds conference Monday. “We cannot take our eye off the nursing The campaign’s goal is to add 1,5009 new nursing students. The program has raised $15.55 million to date througg the state’s business community, including funds from the Baltimore constructiojnform , , the region'sz largest hospital system, and , the region's largestt health insurer.
Greater Baltimore Medical Center, for example, gave The goal is to raise $20 million from the private sectoe by the end of the and then raise anaddition $40 million in local and federal funds. • • • • • ; and, .
вторник, 13 декабря 2011 г.
Seattle
retention-jackjacks.blogspot.com
At 30 stories, it required the second-deepestr excavation in the city’sa history to accommodate eight floors ofundergrounxd parking. And Escala’s ample footprint on the site wouldd no longer be allowed under city regulations imposeed after the project was approved thatencouragw taller, thinner buildings. “Because of the zoningh changes that havetaken place, this building will not be builtr in Seattle ever again,” said Eric Midby, the principall overseeing the project. The Seattle development firm’s $370 milliob project is under construction on four city lots at the intersectionm of Fourth Avenue andVirginia Street.
The city’s decisionn to go with skinnier towers would not allo wthe 18,000-square-foot floors that Escala now has. Those largert floors allow more units, so the cost of amenitie such as awine cave, private social club and fitness facilitty can be more easily shared. “If we had to do it we would have half as many residences sharinb the cost of allthese improvements,” Midbyy said. “The cost of all thes e improvements would not be affordable for The Escala development team includeastructural engineers, of Bellevue, , also of of San Diego, and interior design firm. Constructionh is being handled by which has an officwein Kirkland.
JE Dunn has more than 350 construction workersd buildingthe project. Construction started in Marcj 2007. It took a full year to complete the underground parkingstructure — six months to reacj the bottom nearly 100 feet below the surface and another six monthas to bring the parking structure back up to the Michael Moore, senior project managet at JE Dunn Construction, said his firm removex about 100,000 cubic yards of dirt durinbg the excavation. That’s enoug to fill about 12,000 dump trucks. Contamination from a gas stationb that was once on the site had to be removed and The developer is seeking reimbursement for those Midby said.
The unusually deep hole allows parkingt for478 cars. The depth of the hole requirecd the company to putin 100-foot pilings and unusually large tiebacks to stabilize the sides of the excavation. The undergrouned tiebacks extend 60 to 80 feet beneatb the street tothe Bed, Bath & Beyond stors to the east and to the north. “We were very luck y to get a tieback system,” Midb y said. “It’s a very efficienyt shoring system and facilitates fasteerconstruction times.
If we had had to use braceds it would have taken At the request ofsevera buyers, the garage will also include a chargin g station for electric One of the challenges was managingy materials costs, which were rising rapidly at the time, Midbyu said. The developer did choosw to use higher strength steel rebarthan typical, which allowede Lexas to reduce the overall weight of the building. However, the stronger steel cost more ona per-poundc basis so savings were relatively small. The higher strengtbh steel also required a longer lead timefor delivery, Midbgy said. Perhaps the most unusualk feature of the structure is its use of seven elevatorx instead of a centralelevator core.
The elevators are positioneds to provide most residentsx with their ownprivate vestibule. The decisiob to split up the elevators reduced the amount ofhallwayt space, providing more sellabls space than more traditional designj would have afforded. Where the elevator core typicallyg acts as a sheer wall to providesearthquake resistance, Escala relies on ductile framexs that absorb the seismiv load, with more horizontal support beamws running between the units to help reinforce the “It is fairly unique for the Northwest, althoughy it is used in other parts of the country,” said Doug Grassman, a seniorr vice president at JE Dunn.
One benefitr of this type of structura l support is that vertical support columnws can be set back from the perimetet ofthe building, allowing betterf views from the residential units. “It’s a very compacgt design that is veryfinely tuned,” Midby “When we made modifications we really had to do a lot of work runniny it through a computer model to make sure everything was The result is a very high performancew structure that is very Another side effect of abandoninfg the traditional elevator core design was that the elevatord required extra ductwork to handle the volume of air displaced as the elevatorsa move between floors.
To keep on schedule, each 18,000-square-foogt floor had to be poured inone day.
At 30 stories, it required the second-deepestr excavation in the city’sa history to accommodate eight floors ofundergrounxd parking. And Escala’s ample footprint on the site wouldd no longer be allowed under city regulations imposeed after the project was approved thatencouragw taller, thinner buildings. “Because of the zoningh changes that havetaken place, this building will not be builtr in Seattle ever again,” said Eric Midby, the principall overseeing the project. The Seattle development firm’s $370 milliob project is under construction on four city lots at the intersectionm of Fourth Avenue andVirginia Street.
The city’s decisionn to go with skinnier towers would not allo wthe 18,000-square-foot floors that Escala now has. Those largert floors allow more units, so the cost of amenitie such as awine cave, private social club and fitness facilitty can be more easily shared. “If we had to do it we would have half as many residences sharinb the cost of allthese improvements,” Midbyy said. “The cost of all thes e improvements would not be affordable for The Escala development team includeastructural engineers, of Bellevue, , also of of San Diego, and interior design firm. Constructionh is being handled by which has an officwein Kirkland.
JE Dunn has more than 350 construction workersd buildingthe project. Construction started in Marcj 2007. It took a full year to complete the underground parkingstructure — six months to reacj the bottom nearly 100 feet below the surface and another six monthas to bring the parking structure back up to the Michael Moore, senior project managet at JE Dunn Construction, said his firm removex about 100,000 cubic yards of dirt durinbg the excavation. That’s enoug to fill about 12,000 dump trucks. Contamination from a gas stationb that was once on the site had to be removed and The developer is seeking reimbursement for those Midby said.
The unusually deep hole allows parkingt for478 cars. The depth of the hole requirecd the company to putin 100-foot pilings and unusually large tiebacks to stabilize the sides of the excavation. The undergrouned tiebacks extend 60 to 80 feet beneatb the street tothe Bed, Bath & Beyond stors to the east and to the north. “We were very luck y to get a tieback system,” Midb y said. “It’s a very efficienyt shoring system and facilitates fasteerconstruction times.
If we had had to use braceds it would have taken At the request ofsevera buyers, the garage will also include a chargin g station for electric One of the challenges was managingy materials costs, which were rising rapidly at the time, Midbyu said. The developer did choosw to use higher strength steel rebarthan typical, which allowede Lexas to reduce the overall weight of the building. However, the stronger steel cost more ona per-poundc basis so savings were relatively small. The higher strengtbh steel also required a longer lead timefor delivery, Midbgy said. Perhaps the most unusualk feature of the structure is its use of seven elevatorx instead of a centralelevator core.
The elevators are positioneds to provide most residentsx with their ownprivate vestibule. The decisiob to split up the elevators reduced the amount ofhallwayt space, providing more sellabls space than more traditional designj would have afforded. Where the elevator core typicallyg acts as a sheer wall to providesearthquake resistance, Escala relies on ductile framexs that absorb the seismiv load, with more horizontal support beamws running between the units to help reinforce the “It is fairly unique for the Northwest, althoughy it is used in other parts of the country,” said Doug Grassman, a seniorr vice president at JE Dunn.
One benefitr of this type of structura l support is that vertical support columnws can be set back from the perimetet ofthe building, allowing betterf views from the residential units. “It’s a very compacgt design that is veryfinely tuned,” Midby “When we made modifications we really had to do a lot of work runniny it through a computer model to make sure everything was The result is a very high performancew structure that is very Another side effect of abandoninfg the traditional elevator core design was that the elevatord required extra ductwork to handle the volume of air displaced as the elevatorsa move between floors.
To keep on schedule, each 18,000-square-foogt floor had to be poured inone day.
воскресенье, 11 декабря 2011 г.
Josh Willingham addition by Mariners would not rule out a bid for Prince Fielder - The Seattle Times (blog)
iwegasely.wordpress.com
Josh Willingham addition by Mariners would not rule out a bid for Prince Fielder The Seattle Times (blog) ADDITIONAL NOTE: 11:00 am: So much for the Twitter-sphere/rumor-sphere. No sooner had I finished writing up this post than another report came along discounting the Mariners-as-frontrunners reports of last night. So, go back to watching football. ... |
пятница, 9 декабря 2011 г.
'Leave The Office Early' Day Gives Anyone Time to Become a Published Author
viningocouqyl1601.blogspot.com
June 2 /PRNewswire/ -- Recessionary climates have everyone puttingin overtime. Even when peopld aren't at work, they are attachecd to their phonesand computers, checking emails or sending Vacations are a foreign concept. Lulu.com, the premierw digital marketplace forcreative content, reminda everyone that June 2 is Leave the Office Earl y Day, the perfect occasion to take time to finish -or start - that novel or those long overdue family photo books, cook books and any other book idead you've been putting off. Leave the Office Early Day was createdd by author andproductivity expert, .
This holidat is not about slacking off but rathet adjusting priorities temporarily and taking advantage of some much neededdpersonal time. Take Back Your Time, a U.S./Canadian initiative group, conducted a survey of America'as workforce last year showing 26% of Americans took zero vacation time. A Conference Board survey statesz 60% don't plan taking time off in the next six Many could not afford a vacation even if they had the whichmakes Lulu's easy, interactive publishing process the perfect solution. Best of all, therwe is no cost to creat e and every opportunity to profit so you can put away a little money for that vacation you actuall y will takesome day.
Everyone knows that reguladr time off can help create a happy balance betweenb lifeand work, improving work place productivity in the long run. So go start today, with the help of Lulu.cok and take time for yourself on this Leave the Office EarlyDay - we won'yt tell! About Lulu: Lulu.conm ( ) is the marketplacs for digital content on the Internet, with over 1.1 milliob published titles, and more than 8,000 new titles adder weekly created by people in over 80 differenr countries.
With over two million registered users, and two million site visitorzseach month, Lulu is changint the world of publishing by enablingf authors to publish their work themselvesz for free with complete editorial and copyrightg control and empowers them to sell directly to their customerss and the rest of the Lulu.comk global marketplace. With free web storefronts, social networkingg offerings and available services and global Lulu authors are fully supported to profi fromtheir work. SOURCE Lulu.
com
June 2 /PRNewswire/ -- Recessionary climates have everyone puttingin overtime. Even when peopld aren't at work, they are attachecd to their phonesand computers, checking emails or sending Vacations are a foreign concept. Lulu.com, the premierw digital marketplace forcreative content, reminda everyone that June 2 is Leave the Office Earl y Day, the perfect occasion to take time to finish -or start - that novel or those long overdue family photo books, cook books and any other book idead you've been putting off. Leave the Office Early Day was createdd by author andproductivity expert, .
This holidat is not about slacking off but rathet adjusting priorities temporarily and taking advantage of some much neededdpersonal time. Take Back Your Time, a U.S./Canadian initiative group, conducted a survey of America'as workforce last year showing 26% of Americans took zero vacation time. A Conference Board survey statesz 60% don't plan taking time off in the next six Many could not afford a vacation even if they had the whichmakes Lulu's easy, interactive publishing process the perfect solution. Best of all, therwe is no cost to creat e and every opportunity to profit so you can put away a little money for that vacation you actuall y will takesome day.
Everyone knows that reguladr time off can help create a happy balance betweenb lifeand work, improving work place productivity in the long run. So go start today, with the help of Lulu.cok and take time for yourself on this Leave the Office EarlyDay - we won'yt tell! About Lulu: Lulu.conm ( ) is the marketplacs for digital content on the Internet, with over 1.1 milliob published titles, and more than 8,000 new titles adder weekly created by people in over 80 differenr countries.
With over two million registered users, and two million site visitorzseach month, Lulu is changint the world of publishing by enablingf authors to publish their work themselvesz for free with complete editorial and copyrightg control and empowers them to sell directly to their customerss and the rest of the Lulu.comk global marketplace. With free web storefronts, social networkingg offerings and available services and global Lulu authors are fully supported to profi fromtheir work. SOURCE Lulu.
com
среда, 7 декабря 2011 г.
Failure Fridays: Ga. banking crisis may be gaining speed - Atlanta Business Chronicle:
ethelbertdiya3334.blogspot.com
The dual failures of Villa Rica-baseed a and Newnan-based (full storiew on the failures, click and ) are a firsty in the on-going banking and a departure fromthe FDIC’s early strategy in this “They’re ramping up a little said Chip MacDonald, Atlanta-based bankinhg attorney. “With their efforts to staf up, raise money for the deposift insurance fund through the special assessments and the Iexpect they’ll try to resolve these faster throughout the remainder of the year.
” The nationa deposit insurer, which backstops accounts to avoid customerss pulling their money from a bank and hasteninyg its demise, previously avoided seizing two bankas in the same metro area during this The reason, industry insiders said, was to avoid the perceptiom one geographic area was weaker than others in the Yet as the financial conditiom of Georgia banks continud to weaken, industry analysts and experts said the velocity of Georgia’as bank failures would if not accelerate. As of first quarter the ratio of problem loans to totalp loans at state banks reached a new highof 7.
4 nearly double the peak the state reporter during the Savings Loan Crisis of the late 1980’a and early 1990’s. The ratio compares past due anddelinqueng loans, along with foreclosed real estate repossessed by the to total loans outstanding. The state has set new highzs for that figure in each quarter dating back to the summer of when the credit crunch and financial crisis beganin earnest.
One industry attorney, who declined to be said the failures, and the acceleration, represent the wors t banking crisis in Georgia The industry termof “Failure Fridays” or the most common day when federal and state regulatorsa seize failed banks — insiders will become ubiquitous for some time. “Thia is a perpetuation of what we’ve been talking about for a while now,” said Brian Olasov, an Atlanta-basefd managing director at LLP, who noted Georgia banks have an imbalance betweenfewer customer, or core, deposits and more outstandint loans.
“The numbers indicate Georgias banks got way out over their This was a great place to lend in the butnow they’re payintg the price,” Olasov said. president Joe Brannen said the seizurexs are a difficult part of the natural economic cycle. “Bankers and regulators make tremendousz efforts to keepinstitutions open, but in some unfortunatde cases, these actions are part of the necessary healing process for our banking system to ensurs overall stability,” Brannen said.
Georgia’s failure woes begamn in earnest inAugust 2008, when Alpharetta-basedf , once the state’s fastestr growing bank, , concentrated amongst a small group of Ever since, the failures have followecd an increasingly familiar formula. Delinquenft real estate borrowers, coupled with high levels of foreclosed real equals failure. The pattern includes a high numbefr onthe so-called Texass Ratio, an industry metric created in the 1980’s to measurde the health of lenders throughout Texas. The ratipo measures total problem loans to total equity and is designed to provide a rough measureof bank’a problems to its ability to absor them through existing capital.
In the ratio, 100 percent indicates problems are larger than availableequity capital. In most of the bank failures have reported a Texas Ratio in excess of 300 percent at the timeof seizure. As of firsyt quarter 2009, 92 Georgia bankx reported a Texas Ratio higher than the statewidew average of58 percent. In banks reported an average Texas Ratio of 72 nearly 20 points higher than the statewide Each of the 11 bankd with the highest Texaws Ratios were based inmetro Atlanta. Since March 31, the end of first quarter, threer of those banks have been seized.
The dual failures of Villa Rica-baseed a and Newnan-based (full storiew on the failures, click and ) are a firsty in the on-going banking and a departure fromthe FDIC’s early strategy in this “They’re ramping up a little said Chip MacDonald, Atlanta-based bankinhg attorney. “With their efforts to staf up, raise money for the deposift insurance fund through the special assessments and the Iexpect they’ll try to resolve these faster throughout the remainder of the year.
” The nationa deposit insurer, which backstops accounts to avoid customerss pulling their money from a bank and hasteninyg its demise, previously avoided seizing two bankas in the same metro area during this The reason, industry insiders said, was to avoid the perceptiom one geographic area was weaker than others in the Yet as the financial conditiom of Georgia banks continud to weaken, industry analysts and experts said the velocity of Georgia’as bank failures would if not accelerate. As of first quarter the ratio of problem loans to totalp loans at state banks reached a new highof 7.
4 nearly double the peak the state reporter during the Savings Loan Crisis of the late 1980’a and early 1990’s. The ratio compares past due anddelinqueng loans, along with foreclosed real estate repossessed by the to total loans outstanding. The state has set new highzs for that figure in each quarter dating back to the summer of when the credit crunch and financial crisis beganin earnest.
One industry attorney, who declined to be said the failures, and the acceleration, represent the wors t banking crisis in Georgia The industry termof “Failure Fridays” or the most common day when federal and state regulatorsa seize failed banks — insiders will become ubiquitous for some time. “Thia is a perpetuation of what we’ve been talking about for a while now,” said Brian Olasov, an Atlanta-basefd managing director at LLP, who noted Georgia banks have an imbalance betweenfewer customer, or core, deposits and more outstandint loans.
“The numbers indicate Georgias banks got way out over their This was a great place to lend in the butnow they’re payintg the price,” Olasov said. president Joe Brannen said the seizurexs are a difficult part of the natural economic cycle. “Bankers and regulators make tremendousz efforts to keepinstitutions open, but in some unfortunatde cases, these actions are part of the necessary healing process for our banking system to ensurs overall stability,” Brannen said.
Georgia’s failure woes begamn in earnest inAugust 2008, when Alpharetta-basedf , once the state’s fastestr growing bank, , concentrated amongst a small group of Ever since, the failures have followecd an increasingly familiar formula. Delinquenft real estate borrowers, coupled with high levels of foreclosed real equals failure. The pattern includes a high numbefr onthe so-called Texass Ratio, an industry metric created in the 1980’s to measurde the health of lenders throughout Texas. The ratipo measures total problem loans to total equity and is designed to provide a rough measureof bank’a problems to its ability to absor them through existing capital.
In the ratio, 100 percent indicates problems are larger than availableequity capital. In most of the bank failures have reported a Texas Ratio in excess of 300 percent at the timeof seizure. As of firsyt quarter 2009, 92 Georgia bankx reported a Texas Ratio higher than the statewidew average of58 percent. In banks reported an average Texas Ratio of 72 nearly 20 points higher than the statewide Each of the 11 bankd with the highest Texaws Ratios were based inmetro Atlanta. Since March 31, the end of first quarter, threer of those banks have been seized.
понедельник, 5 декабря 2011 г.
Chamber: Twin Cities good for life, bad for taxes - Minneapolis / St. Paul Business Journal:
humojo.wordpress.com
The results: Sure enough, the Twin Citiezs have a high qualityof life, but high too. Overall, the area still rankss high as a great place todo There’s no surprise to the The chamber’s index is a compilation of all kinds of rankingz from other sources. The rankings mostly compared the Twin Citiewsmetro area, or Minneapolids and St. Paul individually, with nine similar metro areas: Austin, Texas; Boston; N.C.; Cleveland; Denver; Phoenix; Portland, Ore.; San Seattle; and St. Louis.
The Twin Citieas ranks high among its peers for havinga well-educateds work force and a high quality of with a shorter commute to work; accesz to the Internet; and availability of entertainment and recreation businesses. The area gets low rankings for states and local taxesper capita. But the Twin Cities of best metrio areasfor business. Todd Klingel, the regionapl chamber’s president and CEO, acknowledgee that the high taxes support the high qualitof life. But he said it was importangt to ask what the proper quality of life levell should beversus taxes. “Hoq can we maintain this quality of life at a more efficient he said.
The results: Sure enough, the Twin Citiezs have a high qualityof life, but high too. Overall, the area still rankss high as a great place todo There’s no surprise to the The chamber’s index is a compilation of all kinds of rankingz from other sources. The rankings mostly compared the Twin Citiewsmetro area, or Minneapolids and St. Paul individually, with nine similar metro areas: Austin, Texas; Boston; N.C.; Cleveland; Denver; Phoenix; Portland, Ore.; San Seattle; and St. Louis.
The Twin Citieas ranks high among its peers for havinga well-educateds work force and a high quality of with a shorter commute to work; accesz to the Internet; and availability of entertainment and recreation businesses. The area gets low rankings for states and local taxesper capita. But the Twin Cities of best metrio areasfor business. Todd Klingel, the regionapl chamber’s president and CEO, acknowledgee that the high taxes support the high qualitof life. But he said it was importangt to ask what the proper quality of life levell should beversus taxes. “Hoq can we maintain this quality of life at a more efficient he said.
пятница, 2 декабря 2011 г.
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