manuscripts-shuwatu.blogspot.com
Staffing firm ’s quarterly hiring outlook survey indicatew 8 percent of chief financial officers in the Columbuzs area plan to add staffg from July through September while 5 percent expec t tocut jobs. The remaining 87 percengt don’t expect any changes. The hirinh outlook marks an improvementthe second-quarter plans among CFOs. Robert Half’s survey for the seconxd quarter found 6 percent of area CFOs plannede to add jobs while 7 percenyt expected tocut staff. Columbus hiringv plans also best thenationa average. In a national query of 1,400 Robert Half found 5 percent plan to add jobs from July throughj September while 8 percentrexpect cuts.
“Many companies remain hesitant to commit to addinhg staff until they are certain of aneconomicf recovery,” Robert Half CEO Max Messmerd said in a release. “In the meantime, most firmss are working with their currentt teams to managekey initiatives, with some employers also bringingh in project professionals to assist with risinyg workloads and support full-timre personnel.” Robert Half’s survey included 200 interviewsx with financial executives at companies with 20 or more employees in the Columbuds area.
Saturday, February 26, 2011
Thursday, February 24, 2011
LandMar files for bankruptcy - Boston Business Journal:
http://catslv.org/mbrshp.html
The Jacksonville-based residential development company was amon g 125 affiliates that filed alon g with itsparent company, Charlotte-basecd , in the Western District of Texas. Crescent’s estimated liabilities are morethan $1 according to the and its largest debt, at $13.6 million, is to Bank of The filing was necessary, according to a statemen on Crescent’s Web site, for the company to reorganizwe its finances, reduce its debt level and improve its capita l structure.
Crescent intends to operate its continuingy businesses without any significant interruption during the restructuring processe because of a recentlyobtainesd debtor-in-possession financing facility of $110 millioh from a group of its existing according to the statement. Andrew Hede, Crescent’w chief restructuring officer, has been namede CEO while its formerchiefc executive, Arthur Fields, has retired and will work with Crescent in an advisory capacity.
“We have been in active discussions with our lenders and other stakeholdersa as we work towards an agreemen t that will bring our capitakl structure in line with the currenteconomivc environment,” Hede said in a statement on the company’e Web site. Charlotte-based Crescent has been pursuing alternatives to shore up its balance sheeffor months, including selling some of its The company is jointly ownef by (NYSE: DUK) and Morgan Stanlet and has 38 residentialo communities under development in the Carolinas, Georgia, Texas, Arizona and Florida.
Crescent acquired a controlling interest in LandMatin 1999, but left LandMar’s founder, Ed in control of the company until he resignexd after a failed attempt to buy back the compant in 2007. The Jacksonville Economic Developmenft Commission authorized city lawyers in May to staryt the foreclosure process onthe 41-acre parcel that was to be the Plans for the Shipyards included 1 million square feet of officw space, 100,000 square feet of commercialk space, 662 residential units, 350 hotel roomss and 150 marina slips. LandMa has developed or had plans to develop dozens more properties in Florida and throughoutthe Southeast.
The Jacksonville-based residential development company was amon g 125 affiliates that filed alon g with itsparent company, Charlotte-basecd , in the Western District of Texas. Crescent’s estimated liabilities are morethan $1 according to the and its largest debt, at $13.6 million, is to Bank of The filing was necessary, according to a statemen on Crescent’s Web site, for the company to reorganizwe its finances, reduce its debt level and improve its capita l structure.
Crescent intends to operate its continuingy businesses without any significant interruption during the restructuring processe because of a recentlyobtainesd debtor-in-possession financing facility of $110 millioh from a group of its existing according to the statement. Andrew Hede, Crescent’w chief restructuring officer, has been namede CEO while its formerchiefc executive, Arthur Fields, has retired and will work with Crescent in an advisory capacity.
“We have been in active discussions with our lenders and other stakeholdersa as we work towards an agreemen t that will bring our capitakl structure in line with the currenteconomivc environment,” Hede said in a statement on the company’e Web site. Charlotte-based Crescent has been pursuing alternatives to shore up its balance sheeffor months, including selling some of its The company is jointly ownef by (NYSE: DUK) and Morgan Stanlet and has 38 residentialo communities under development in the Carolinas, Georgia, Texas, Arizona and Florida.
Crescent acquired a controlling interest in LandMatin 1999, but left LandMar’s founder, Ed in control of the company until he resignexd after a failed attempt to buy back the compant in 2007. The Jacksonville Economic Developmenft Commission authorized city lawyers in May to staryt the foreclosure process onthe 41-acre parcel that was to be the Plans for the Shipyards included 1 million square feet of officw space, 100,000 square feet of commercialk space, 662 residential units, 350 hotel roomss and 150 marina slips. LandMa has developed or had plans to develop dozens more properties in Florida and throughoutthe Southeast.
Monday, February 21, 2011
Regional Fed President: Pace of economic decline slows - Dayton Business Journal:
concrete roof tiles
In the normal course of our work, the Atlanta Fed produces a forecast ofeconomic growth, and inflation. Like most we see the economy beginninyg to recover in the second half ofthis year. For the mediuk and longer term, however, I expect growth will be relativelyt subdued for some time after itturnsd positive. My thinking is the economy has to go through structural adjustments that could lowed the trend rate of growth forthe recovery’s first couple of years at Moreover, I believe there are ongoing threats that pose downside risks to sustained recovery. At the broadest level, global economic weakness constitutes a continuing risk.
This recession knows no borders, and the downturm has become especially severein Japan, Europe, and certai n developing markets such as Eastern Europe. Though therwe are promising signs insome countries, the Internationalp Monetary Fund still projects global growth this year will be –1.2 percent, the most severe worldwid contraction since World War II. Domestically, commerciall real estate is a problek for the economy and problematic for my My forecast takes into account worsening commerciap realestate -- office, retail, hotel, and warehouse, all of whicbh are under stress.
But since this is an emergingb story, I don’t think we should underestimat the scope of the problems of commerciall real estate and the potential disruption to a stillo stressedbanking system. Finally, in an economyg built for personal consumption, theree is the risk consumer psychology and resulting consumptiobn couldturn negative. Consumer sentiment regarding the economyg has improved but remains very low by recovert standards and could reverse with adverse turnsa in the data or worseningmarketr conditions. Even without such a several factors are likely to continuw to hold backconsumer spending.
These includse weak labor markets, pressures to repair household balance and still tight credit Going forward, I doubt that the financial system will accommodater the degree of householde leverage consumers enjoyed before So I’m expecting a period of adjustment. As mentionecd at the outset, U.S. Treasurhy rates have risen recently. As you know, Treasury yields influence a broadere array of market most importantlymortgage rates.
The recent rise in Treasur y rates has brought sharper focus to the requirementsof recovery, in terms of both policy and the real And these requirements to some extent, with the requirementse of transition or, more precisely, The rise of Treasury rates, or has been characterized as both good and bad Various interpretations have been put To wit: The rise of term Treasury rates reflects the improved outlook for real The rise of term Treasury ratew signals declining risk aversion and the unwindingb of the safe haven inflows that occurred last fall. The rate rise demonstratexs increased inflation expectations related to concerns of monetization of the burgeoningfederal debt.
The rise is evidence of decreased demand on the part offoreign investors. These and possibly other explanations may all be factorsd inthe market. I’m sympathetic to the good omenexplanatione -- that the rise is connected to the improved outlookm -- but I don’t rule out that theres is something here to monito very carefully. The steepening of the yield curve may reflecft growing concern overthe nation’s ability to correctf profound structural imbalances; that is, to combine recoverg with transition.
An immediate recovery that does not brin with it substantial progress in rebalancing the economyh for the longer term will not be And failure to effectively come to grips with the requirementse of rebalancing could result in unwanted inflatiom and chroniceconomic underperformance. The rebalancinfg agenda has beenwidely expounded. Among rebalancing imperatives, the U.S. citizenry must rebalance consumptionand savings. Connected to the country must rebalance consumption and Andabove all, the worseningh fiscal imbalance must be addressed.
Higher nominal rates in the term Treasuriez market can be seen as an expressiomn of creeping doubt that the American and more specifically the policy is up tothe sacrifices, tradeoff decisions, and the courag e of convictions the situation requires. The concernsz about our economic path are crystallized in doubts expressed in some quarters about theFederal Reserve’s ability to fulfillp its obligation to deliver low and stablre inflation in the face of very large current and prospective federal deficits. In a the concerns are about monetization of the resultingfederaol debt. I do not dismiss these concerns outof hand.
I also recognizee that the task of pursuingthe Fed’a dual mandate of price stability and sustainable growth will be greatlyu complicated should deliberate and timely action to address our fiscak imbalances fail to materialize. But I have full confidence in theFederapl Reserve’s ability and resolve to meet its inflationh objectives in whatever environment presents itself. Of the many risk s the U.S.
and globalk economies still confront, I firmly believe the Fed losin g sight of its inflatiojn objectives is notamong
In the normal course of our work, the Atlanta Fed produces a forecast ofeconomic growth, and inflation. Like most we see the economy beginninyg to recover in the second half ofthis year. For the mediuk and longer term, however, I expect growth will be relativelyt subdued for some time after itturnsd positive. My thinking is the economy has to go through structural adjustments that could lowed the trend rate of growth forthe recovery’s first couple of years at Moreover, I believe there are ongoing threats that pose downside risks to sustained recovery. At the broadest level, global economic weakness constitutes a continuing risk.
This recession knows no borders, and the downturm has become especially severein Japan, Europe, and certai n developing markets such as Eastern Europe. Though therwe are promising signs insome countries, the Internationalp Monetary Fund still projects global growth this year will be –1.2 percent, the most severe worldwid contraction since World War II. Domestically, commerciall real estate is a problek for the economy and problematic for my My forecast takes into account worsening commerciap realestate -- office, retail, hotel, and warehouse, all of whicbh are under stress.
But since this is an emergingb story, I don’t think we should underestimat the scope of the problems of commerciall real estate and the potential disruption to a stillo stressedbanking system. Finally, in an economyg built for personal consumption, theree is the risk consumer psychology and resulting consumptiobn couldturn negative. Consumer sentiment regarding the economyg has improved but remains very low by recovert standards and could reverse with adverse turnsa in the data or worseningmarketr conditions. Even without such a several factors are likely to continuw to hold backconsumer spending.
These includse weak labor markets, pressures to repair household balance and still tight credit Going forward, I doubt that the financial system will accommodater the degree of householde leverage consumers enjoyed before So I’m expecting a period of adjustment. As mentionecd at the outset, U.S. Treasurhy rates have risen recently. As you know, Treasury yields influence a broadere array of market most importantlymortgage rates.
The recent rise in Treasur y rates has brought sharper focus to the requirementsof recovery, in terms of both policy and the real And these requirements to some extent, with the requirementse of transition or, more precisely, The rise of Treasury rates, or has been characterized as both good and bad Various interpretations have been put To wit: The rise of term Treasury rates reflects the improved outlook for real The rise of term Treasury ratew signals declining risk aversion and the unwindingb of the safe haven inflows that occurred last fall. The rate rise demonstratexs increased inflation expectations related to concerns of monetization of the burgeoningfederal debt.
The rise is evidence of decreased demand on the part offoreign investors. These and possibly other explanations may all be factorsd inthe market. I’m sympathetic to the good omenexplanatione -- that the rise is connected to the improved outlookm -- but I don’t rule out that theres is something here to monito very carefully. The steepening of the yield curve may reflecft growing concern overthe nation’s ability to correctf profound structural imbalances; that is, to combine recoverg with transition.
An immediate recovery that does not brin with it substantial progress in rebalancing the economyh for the longer term will not be And failure to effectively come to grips with the requirementse of rebalancing could result in unwanted inflatiom and chroniceconomic underperformance. The rebalancinfg agenda has beenwidely expounded. Among rebalancing imperatives, the U.S. citizenry must rebalance consumptionand savings. Connected to the country must rebalance consumption and Andabove all, the worseningh fiscal imbalance must be addressed.
Higher nominal rates in the term Treasuriez market can be seen as an expressiomn of creeping doubt that the American and more specifically the policy is up tothe sacrifices, tradeoff decisions, and the courag e of convictions the situation requires. The concernsz about our economic path are crystallized in doubts expressed in some quarters about theFederal Reserve’s ability to fulfillp its obligation to deliver low and stablre inflation in the face of very large current and prospective federal deficits. In a the concerns are about monetization of the resultingfederaol debt. I do not dismiss these concerns outof hand.
I also recognizee that the task of pursuingthe Fed’a dual mandate of price stability and sustainable growth will be greatlyu complicated should deliberate and timely action to address our fiscak imbalances fail to materialize. But I have full confidence in theFederapl Reserve’s ability and resolve to meet its inflationh objectives in whatever environment presents itself. Of the many risk s the U.S.
and globalk economies still confront, I firmly believe the Fed losin g sight of its inflatiojn objectives is notamong
Saturday, February 19, 2011
Workers at two MillerCoors plants ratify new deals - The Business Journal of Milwaukee:
steel roofing
and Fort Worth, Texas, have ratified new, three-yea contracts. The agreements cover more than 900 employees at the two brewerie and provide wage and pension increasesz over the course ofthe contracts. “Our members overwhelmingly ratified these contracts at MillerCoors because they provides stability fortheir families,” said Jack director of the Teamsters Brewery and Soft Drink Workers which represents workers at the breweries. “For the next threer years, our members at MillerCoors know that their wages and pension benefitswill increase, which is sayingb a lot in today’s economy.
” The contracts call for no health care cost increasese for workers in the first year of the contract and only minofr increases for the second and third according to the union. The new deal also guaranteezs that employees who have retired or who will retir e during the course ofthe three-yead contracts won’t be required to pay healthj care premiums. “We value all generations of our so we made sure that there were improvementsx for both active members at MillerCoors and the retireee who had paved the way beforre with their long yearsof service,” Cipriani The Teamsters union represents 1,200 MillerCoorws workers nationwide.
The unionb also represents workers at the MillerCoorz breweryin Irwindale, Calif. Negotiations for a new contract covering employees at the plant areunder way. MillerCoore is a joint venturse between MillerBrewing Co., and Coors Brewing Co., Golden, Colo., that launched in July 2008. MillerCoors operates a major brewery and regional officeon Milwaukee’e west side. Workers at the Milwaukee brewery are represented by Brewery Workerx Local 9 of the United AutoWorkers union.
and Fort Worth, Texas, have ratified new, three-yea contracts. The agreements cover more than 900 employees at the two brewerie and provide wage and pension increasesz over the course ofthe contracts. “Our members overwhelmingly ratified these contracts at MillerCoors because they provides stability fortheir families,” said Jack director of the Teamsters Brewery and Soft Drink Workers which represents workers at the breweries. “For the next threer years, our members at MillerCoors know that their wages and pension benefitswill increase, which is sayingb a lot in today’s economy.
” The contracts call for no health care cost increasese for workers in the first year of the contract and only minofr increases for the second and third according to the union. The new deal also guaranteezs that employees who have retired or who will retir e during the course ofthe three-yead contracts won’t be required to pay healthj care premiums. “We value all generations of our so we made sure that there were improvementsx for both active members at MillerCoors and the retireee who had paved the way beforre with their long yearsof service,” Cipriani The Teamsters union represents 1,200 MillerCoorws workers nationwide.
The unionb also represents workers at the MillerCoorz breweryin Irwindale, Calif. Negotiations for a new contract covering employees at the plant areunder way. MillerCoore is a joint venturse between MillerBrewing Co., and Coors Brewing Co., Golden, Colo., that launched in July 2008. MillerCoors operates a major brewery and regional officeon Milwaukee’e west side. Workers at the Milwaukee brewery are represented by Brewery Workerx Local 9 of the United AutoWorkers union.
Wednesday, February 16, 2011
Retail study: Two D.C. neighborhoods lose $600M - Washington Business Journal:
http://www.orstudents.org/forums/member/194765/
was hired more than a year ago to find the potentiapl spending power intwo D.C. neighborhoods -- Anacostia/Hillcrest and Columbia Heights/Petworth in Northwest. "There are tremendouslhy expandingretail opportunities," in both said Lynn Reilly, Social Compact's presidengt and chief executive, at a press conference Mondag to unveil the group's Social Compact does the studiesz -- compiled from a complex pool of statistical data including propertyy values, building permits, auto registrations and creditg histories -- to help urban neighborhoods attractt private investment.
Millions of dollars are flowingg outside those communities becausse of the lack of viabl retail or services in their Reilly says. In Anacostia, the study found that the area waslosin $173 million to areas In Columbia Heights, the figure was even more staggeringg -- nearly $425 million floating out of the market. The incomesd seeping out of thoseneighborhooda "is alarming," says Freddied Lewis, a retail broker. "Thr statistics we normally see do not reflect what some of us have knownb for a verylong time." Social Compact ( ) released its findings Mondaty at the Willard Hotel.
Among its more notablew findings: • The population in Anacostia/Hillcrest actuallh is increasing, whereas U.S. Census 2000 data reportx the populationis shrinking. Crime is down 35 percent since 1995. Aggregate household income is $693 million, a more than 17 percenty increase over the Censuzs figureof $591 million. There is a 51 percent higher population in theColumbiaw Heights/Petworth neighborhoods than what Census data primarily fueled by larger groups of immigrants who are moving to the Household incomes are generally larger than what is portrayed: Social Compact found that the averag household income is $58,752, comparerd to the Census' $43,606.
• Theree are 12 percent more householdsin Anacostia/Hillcrestt than what the latest Census found. Also in 76 percent of the business transactions are paidin • A significant number of the populatiobn in both neighborhoods don't have an established banking relationshil with a financial institution -- nearlg 32 percent in Anacostia, and more than 45 percenf in Columbia Heights. D.C. Mayor Tony Williams has been focused on bringing more retail and services intothe city's neighborhoods and welcomed the news. "Residents are often forced to buy basif goods and services in other he said. "We want to bring stores to them." The D.C.
Marketint Center and the city plan to showcases the numbers to local andnational retailers, retail brokeras and developers. They will also market the numbers to the Internationa Council ofShopping Center's Mid-Atlantic Expo ( ) in D.C. this and to the ICSC's national conventio n next month in Las Social Compact has been in business for 10 years and has conducted similadr studiesin Chicago, Harlem, Jacksonville and New Orleans.
was hired more than a year ago to find the potentiapl spending power intwo D.C. neighborhoods -- Anacostia/Hillcrest and Columbia Heights/Petworth in Northwest. "There are tremendouslhy expandingretail opportunities," in both said Lynn Reilly, Social Compact's presidengt and chief executive, at a press conference Mondag to unveil the group's Social Compact does the studiesz -- compiled from a complex pool of statistical data including propertyy values, building permits, auto registrations and creditg histories -- to help urban neighborhoods attractt private investment.
Millions of dollars are flowingg outside those communities becausse of the lack of viabl retail or services in their Reilly says. In Anacostia, the study found that the area waslosin $173 million to areas In Columbia Heights, the figure was even more staggeringg -- nearly $425 million floating out of the market. The incomesd seeping out of thoseneighborhooda "is alarming," says Freddied Lewis, a retail broker. "Thr statistics we normally see do not reflect what some of us have knownb for a verylong time." Social Compact ( ) released its findings Mondaty at the Willard Hotel.
Among its more notablew findings: • The population in Anacostia/Hillcrest actuallh is increasing, whereas U.S. Census 2000 data reportx the populationis shrinking. Crime is down 35 percent since 1995. Aggregate household income is $693 million, a more than 17 percenty increase over the Censuzs figureof $591 million. There is a 51 percent higher population in theColumbiaw Heights/Petworth neighborhoods than what Census data primarily fueled by larger groups of immigrants who are moving to the Household incomes are generally larger than what is portrayed: Social Compact found that the averag household income is $58,752, comparerd to the Census' $43,606.
• Theree are 12 percent more householdsin Anacostia/Hillcrestt than what the latest Census found. Also in 76 percent of the business transactions are paidin • A significant number of the populatiobn in both neighborhoods don't have an established banking relationshil with a financial institution -- nearlg 32 percent in Anacostia, and more than 45 percenf in Columbia Heights. D.C. Mayor Tony Williams has been focused on bringing more retail and services intothe city's neighborhoods and welcomed the news. "Residents are often forced to buy basif goods and services in other he said. "We want to bring stores to them." The D.C.
Marketint Center and the city plan to showcases the numbers to local andnational retailers, retail brokeras and developers. They will also market the numbers to the Internationa Council ofShopping Center's Mid-Atlantic Expo ( ) in D.C. this and to the ICSC's national conventio n next month in Las Social Compact has been in business for 10 years and has conducted similadr studiesin Chicago, Harlem, Jacksonville and New Orleans.
Monday, February 14, 2011
Deere places two key executives in Cary - Silicon Valley / San Jose Business Journal:
http://aroundstars.com/r39/6/
Tim Merrett, a marketing vice president, will handld those duties for all combined products inthe company’sz “region 4” – the U.S., Canada, Australis and New Zealand. Dale R. director of global order will continue to oversee that processw for all regions and platforms in the newl formed Worldwide Agriculture andTurf Division. Merretft has been with Deere in varioue capacitiessince 1991, Brimeyer since 1977.
“Thisz new team of leaders will leverageJohn Deere' s strengths worldwide, and deploy a new globall operating model to better serve our customers and said Randy Sergesketter, senior vice president of global turf utility platform in the Agriculture and Turf Division. Sergesketter, who has been in the Cary facility for the pastthreew years, assumed his new title and role in The personnel changes follow Deere’ds decision, annocuned in April, to combine its Worldwide Agricultural Equipment Division and its Worldwide Commerciak & Consumer Equipment Division into a single unit callex the Worldwide Agriculture and Turf Division. That, in turn, meanyt consolidating its six U.
S. sales branch officezs into two "Centers of one in Cary and anotherin Kansas. The restructuring, Deere also said at the would result in the elimination of about 200 salaried positions througb voluntary separationsby Sept. 30. The cuts were expectedr to be spread across thenew division, including the Cary which employs about 420. Company spokeswoman Kris Welsh says detail s about the voluntary separation have been communicatedto “Sept. 30 is still the deadline,” she “And after that, we will be able to tell you how the Cary officw willbe affected.
”
Tim Merrett, a marketing vice president, will handld those duties for all combined products inthe company’sz “region 4” – the U.S., Canada, Australis and New Zealand. Dale R. director of global order will continue to oversee that processw for all regions and platforms in the newl formed Worldwide Agriculture andTurf Division. Merretft has been with Deere in varioue capacitiessince 1991, Brimeyer since 1977.
“Thisz new team of leaders will leverageJohn Deere' s strengths worldwide, and deploy a new globall operating model to better serve our customers and said Randy Sergesketter, senior vice president of global turf utility platform in the Agriculture and Turf Division. Sergesketter, who has been in the Cary facility for the pastthreew years, assumed his new title and role in The personnel changes follow Deere’ds decision, annocuned in April, to combine its Worldwide Agricultural Equipment Division and its Worldwide Commerciak & Consumer Equipment Division into a single unit callex the Worldwide Agriculture and Turf Division. That, in turn, meanyt consolidating its six U.
S. sales branch officezs into two "Centers of one in Cary and anotherin Kansas. The restructuring, Deere also said at the would result in the elimination of about 200 salaried positions througb voluntary separationsby Sept. 30. The cuts were expectedr to be spread across thenew division, including the Cary which employs about 420. Company spokeswoman Kris Welsh says detail s about the voluntary separation have been communicatedto “Sept. 30 is still the deadline,” she “And after that, we will be able to tell you how the Cary officw willbe affected.
”
Friday, February 11, 2011
Delta AirElite Launches Carbon Offset Program with The Conservation Fund
http://scrubadub.com/detailguideqsint.html
"There is a vigorous commitment among our customerx and our employees to improve our environmental stewardshilp in all parts of our and we are pleased to offer a progranm that allows us all to make a differencse by getting involved personally in thisimportant way," said Michael B. Green , president and CEO of Delt a AirElite. "Through our affiliation with The Conservation we are providing opportunities for positivreenvironmental change." Customers of Deltaa AirElite can make a donatiom to The Conservation Fund's Go Zero program to offset the emissions resulting from their AirElite flights.
In the Fund will plant native treesw in protected parks and wildlife refuges in order to offset the appropriatew amountof CO(2) emissions. Customers mightt consider planting a tree for every hour of resulting incleaner air, enhanced wildlifw habitat and new recreation "Delta AirElite and its customers are providinhg critical, private capital that will help address two of the most extraordinaryh environmental challenges of our time, climat e change and habitat loss," said The Conservation Fund's Go Zero .
Delta AirElite has committed to work with the Fund to measurer and then offset the annual footprint ofits Cincinnati-based corporate headquarter s and employees will have the opportunityy to contribute to the cause as well. Delta AirElite's paren t company, Delta Air Lines, was the first U.S. commercial airliner to offer its customers the opportunity to offsetrtheir flight-based emissions via a similar program launched with The Conservationn Fund in 2007.
Celebrating its 25th Anniversary, Deltaz AirElite Business Jets is a wholly owned subsidiary of Deltaw Air Lines providing aircraft aircraft management and private jet travel to clientss through an innovative Fleet Membership jetcard program. The company'ws award winning record for service and tradition of safety have established Deltaq AirElite as a world class brand for privats jettravelers everywhere. Delta AirElite has continuously held thecoveteds ARG/US Platinum safety rating longer than any othe r operator in the world. More information is availabled bycalling 877-DAE-JETS (877-323-5387) or by visitingv . The Conservation Fund is dedicated toadvancing America's land and wate legacy.
With our partners, we conserve train leaders and investf in conservationat home. Since we have helped protect more than 6millioh acres, sustaining wild havens, workinyg lands and vibrant We're a top-ranked conservatio n organization, effective and efficient.
"There is a vigorous commitment among our customerx and our employees to improve our environmental stewardshilp in all parts of our and we are pleased to offer a progranm that allows us all to make a differencse by getting involved personally in thisimportant way," said Michael B. Green , president and CEO of Delt a AirElite. "Through our affiliation with The Conservation we are providing opportunities for positivreenvironmental change." Customers of Deltaa AirElite can make a donatiom to The Conservation Fund's Go Zero program to offset the emissions resulting from their AirElite flights.
In the Fund will plant native treesw in protected parks and wildlife refuges in order to offset the appropriatew amountof CO(2) emissions. Customers mightt consider planting a tree for every hour of resulting incleaner air, enhanced wildlifw habitat and new recreation "Delta AirElite and its customers are providinhg critical, private capital that will help address two of the most extraordinaryh environmental challenges of our time, climat e change and habitat loss," said The Conservation Fund's Go Zero .
Delta AirElite has committed to work with the Fund to measurer and then offset the annual footprint ofits Cincinnati-based corporate headquarter s and employees will have the opportunityy to contribute to the cause as well. Delta AirElite's paren t company, Delta Air Lines, was the first U.S. commercial airliner to offer its customers the opportunity to offsetrtheir flight-based emissions via a similar program launched with The Conservationn Fund in 2007.
Celebrating its 25th Anniversary, Deltaz AirElite Business Jets is a wholly owned subsidiary of Deltaw Air Lines providing aircraft aircraft management and private jet travel to clientss through an innovative Fleet Membership jetcard program. The company'ws award winning record for service and tradition of safety have established Deltaq AirElite as a world class brand for privats jettravelers everywhere. Delta AirElite has continuously held thecoveteds ARG/US Platinum safety rating longer than any othe r operator in the world. More information is availabled bycalling 877-DAE-JETS (877-323-5387) or by visitingv . The Conservation Fund is dedicated toadvancing America's land and wate legacy.
With our partners, we conserve train leaders and investf in conservationat home. Since we have helped protect more than 6millioh acres, sustaining wild havens, workinyg lands and vibrant We're a top-ranked conservatio n organization, effective and efficient.
Wednesday, February 9, 2011
US report finds no electronic flaws in Toyotas that would cause acceleration - Washington Post
houston-nearly.blogspot.com
USA Today | US report finds no electronic flaws in Toyotas that would cause acceleration Washington Post Government investigators have rejected claims that electronic defects caused Toyota cars and trucks to accelerate out of control, ... US finds Toyota electronics weren't to blame in crashes Toyota rec » |
Sunday, February 6, 2011
Bradley P. Dusto Executive Profile
showarticle-cultura.blogspot.com
About Bradley P. Dusto Brad Dusto is the Presiden ofComcast Cable
About Bradley P. Dusto Brad Dusto is the Presiden ofComcast Cable
Friday, February 4, 2011
FDIC hikes fees for banks - bizjournals:
acklinegymejac1362.blogspot.com
The Federal Deposit Insurance Corp.’sz annual charge, paid in quarterly increments, has increased sharply — from 5 cents to 12 cents for everty $100 in insured deposits — to compensate for bank failures acrosdsthe country. The new rate takes effectg with the three months endedx June 30 and applies toall U.S. banks, though not to credift unions. Also, the FDIC’s boar d is scheduled to vote May 22 ona one-time assessmeng to be levied acrossz the banking industry. The one-times charge, designed to replenish the FDIC’s depleted insurance was not determinedby However, the board originally proposed charging 20 centsd on every $100 of deposits that banks possess.
“Bankas are taking two hits and it’s a big said Pennsylvania Bankers Association President and CEOJames Biery. It could hardly come at a worse “We’re in a recession, and recessionds are difficulton customers, communitie and financial institutions,” Biery said. “There’sx not a whole lot of loan people are having a hard time payingtheire bills. Banks have lost other money — the Federakl Home Loan Bank is not payinfg dividends right nowand that’s another reduction. So there are holes to Consider PNC Financial ServicesGrou Inc., Pittsburgh’s largest bank, which had depositd of more than $194.6 billion as of Marcbh 31.
PNC would be paying about $233. million annually and potentiallyanother $389.2 million for the one-time That’s about $623 Thomas Bailey, president and CEO of Brentwood Bethel Park, and chairman of the Pennsylvania Association of Community Bankers, said usinf domestic deposits as the criteris for bank size is especially tough on communityg banks. He said usingb bank assets rather than domestix deposits would bemore equitable.
“About 90 percent of the fundinyg community banks get is throughdomestic deposits,” Bailey “Your big banks like Citigroup and PNC get approximately 50 percentt of their funding from domestic deposits; they get fundsz from outside the countruy and other options as sources for funding their To move into assets would put us all on equalp footing.” For Brentwood, the risint rates could limit the bank’s loanmaking Brentwood’s one-time FDIC bill at the 20 cent per $100 deposits rate woulfd amount to more than “That would (be) a quarter of our earnings on top of the regular Bailey said.
Five-branch Brentwood had deposit of $335 million as of June 30, 2008; based on that its annual payment to the FDIC would be putting Brentwood’s 2009 FDIC bill at more than $1 milliomn compared to $167,566 last year. Alleghenyg Valley Bancorp, an eight-branch bank based in Lawrenceville, had deposits of nearlyt $287 million as of June 30, 2008. That wouldc mean $334,000 spread among quarterl y payments to the FDIC anda one-time assessment of as much as “I believe it was a seriou mistake for the FDIC to assess smalle r institutions for what essentially has been a big bank said Allegheny Valley CEO Andrew Hasley.
“The FDIC’se fund has been depleted due to significantly largee institutions taking risks that communitybanks don’t take, and it should not be their intent to try to replenish that fund durintg a time that banks need to hold onto their capita to allow us to make more loans. Why shouldf we have to pay for the government taking on national debt and dumpingf this capital intoother banks? To me, it’s inherentlgy unfair.” Hasley has been workinbg with PACB and the Independentr Community Bankers of America to explore alternativesw such as basing charges on banks’ assets rathet than deposits.
The FDIC board is now considering changingt the criteria forthe one-time chargs from deposits to but even if it opts to do so, banke will still take a hefty hit and may have to explored different options to pay the fees. “They’lk have to make their own Biery said. “Some may sell stock or debt. Some may take TARP which they’ll have to pay back and whic h has some significant expenses attachedto it. There are required levels of capital and banks that cannoyt sustain those for whatever reasons will eitherr be forced to find a merger partner or Customers won’t go unscathed either. “There’s no free lunch,” Baileyu said.
“That money’s going to come from somewhere I’d think in terms of reduced interest rates and it mayreduce lending. Now, instead of having a profit which lets me doadditional I’ll be paying that out to pay this insurancre bill. It’s very serious.”
The Federal Deposit Insurance Corp.’sz annual charge, paid in quarterly increments, has increased sharply — from 5 cents to 12 cents for everty $100 in insured deposits — to compensate for bank failures acrosdsthe country. The new rate takes effectg with the three months endedx June 30 and applies toall U.S. banks, though not to credift unions. Also, the FDIC’s boar d is scheduled to vote May 22 ona one-time assessmeng to be levied acrossz the banking industry. The one-times charge, designed to replenish the FDIC’s depleted insurance was not determinedby However, the board originally proposed charging 20 centsd on every $100 of deposits that banks possess.
“Bankas are taking two hits and it’s a big said Pennsylvania Bankers Association President and CEOJames Biery. It could hardly come at a worse “We’re in a recession, and recessionds are difficulton customers, communitie and financial institutions,” Biery said. “There’sx not a whole lot of loan people are having a hard time payingtheire bills. Banks have lost other money — the Federakl Home Loan Bank is not payinfg dividends right nowand that’s another reduction. So there are holes to Consider PNC Financial ServicesGrou Inc., Pittsburgh’s largest bank, which had depositd of more than $194.6 billion as of Marcbh 31.
PNC would be paying about $233. million annually and potentiallyanother $389.2 million for the one-time That’s about $623 Thomas Bailey, president and CEO of Brentwood Bethel Park, and chairman of the Pennsylvania Association of Community Bankers, said usinf domestic deposits as the criteris for bank size is especially tough on communityg banks. He said usingb bank assets rather than domestix deposits would bemore equitable.
“About 90 percent of the fundinyg community banks get is throughdomestic deposits,” Bailey “Your big banks like Citigroup and PNC get approximately 50 percentt of their funding from domestic deposits; they get fundsz from outside the countruy and other options as sources for funding their To move into assets would put us all on equalp footing.” For Brentwood, the risint rates could limit the bank’s loanmaking Brentwood’s one-time FDIC bill at the 20 cent per $100 deposits rate woulfd amount to more than “That would (be) a quarter of our earnings on top of the regular Bailey said.
Five-branch Brentwood had deposit of $335 million as of June 30, 2008; based on that its annual payment to the FDIC would be putting Brentwood’s 2009 FDIC bill at more than $1 milliomn compared to $167,566 last year. Alleghenyg Valley Bancorp, an eight-branch bank based in Lawrenceville, had deposits of nearlyt $287 million as of June 30, 2008. That wouldc mean $334,000 spread among quarterl y payments to the FDIC anda one-time assessment of as much as “I believe it was a seriou mistake for the FDIC to assess smalle r institutions for what essentially has been a big bank said Allegheny Valley CEO Andrew Hasley.
“The FDIC’se fund has been depleted due to significantly largee institutions taking risks that communitybanks don’t take, and it should not be their intent to try to replenish that fund durintg a time that banks need to hold onto their capita to allow us to make more loans. Why shouldf we have to pay for the government taking on national debt and dumpingf this capital intoother banks? To me, it’s inherentlgy unfair.” Hasley has been workinbg with PACB and the Independentr Community Bankers of America to explore alternativesw such as basing charges on banks’ assets rathet than deposits.
The FDIC board is now considering changingt the criteria forthe one-time chargs from deposits to but even if it opts to do so, banke will still take a hefty hit and may have to explored different options to pay the fees. “They’lk have to make their own Biery said. “Some may sell stock or debt. Some may take TARP which they’ll have to pay back and whic h has some significant expenses attachedto it. There are required levels of capital and banks that cannoyt sustain those for whatever reasons will eitherr be forced to find a merger partner or Customers won’t go unscathed either. “There’s no free lunch,” Baileyu said.
“That money’s going to come from somewhere I’d think in terms of reduced interest rates and it mayreduce lending. Now, instead of having a profit which lets me doadditional I’ll be paying that out to pay this insurancre bill. It’s very serious.”
Tuesday, February 1, 2011
State Supreme Court denies NJ request on school fiscal issue - The Star-Ledger - NJ.com
ucsffor-creditied.blogspot.com
The Star-Ledger - NJ.com | State Supreme Court denies NJ request on school fiscal issue The Star-Ledger - NJ.com ... Matt Rainey/The Star-LedgerThe NJ Supreme court hears its first cases of the 2010-11 term Monday at the Richard Hughes Justice Complex in Trenton. ... Legislating from the bench Watchdog Group Says Supreme Court Justice Clarence Thomas Appears to Have ... Hadden: High court hysteria |
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