Baylor feeling perfectly relaxed ESPN The Lady Bears are focused, but Brittney Griner, the consensus national player of the year, seems happily relaxed in her second Final Four. "I don't feel any pressure, really," she said. "I kind of tune out everything. This year, that's been the main ... |
Saturday, March 31, 2012
Baylor feeling perfectly relaxed - ESPN
grigoriynirim.blogspot.com
Thursday, March 29, 2012
UTSA sports to get new look and maybe a football team - San Antonio Business Journal:
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That effort will include a visual re-branding as well as a majod push to attract regional and nationakl corporatesponsor support. And it could ultimatelt include the additionof football. UTSA has commissionede Ohio-based to redo the Roadrunners' look. Eric assistant athletic director for external operations at says Rickabaugh has been tasked with developing new word marksd and logos forthe university. Buskirk says the Roadrunnerds arechanging colors, too. While the blue and orange will notbe discarded, Buskirk says UTSA will adopt more contemporaru shades of those colors similar to the hues worn by the .
"Thixs is a complete re-branding that we are looking Buskirk explains, adding that UTSA officials have given Rickabauguh total freedom on thelogo "We're totally open. We didn't want to give Rickabaughn toomuch guidance." At press UTSA has struck a tentative agreementy with another firm in an attempt to generate more corporatew support for the Roadrunners. Denver-based is expected to head up an effortg to secure new sponsor deals with regional andnational companies. Dave Smrek is a principal with "What we hope to deliver," Smrek "is a network of interested properties." UTSA official s say the corporate dollar sare essential.
"This is vital. Corporatew sponsor revenue is an importang part ofcollege sports," Buskirk says. Adrenalin, accordingb to Buskirk, has "managed highly successful sponsorship and marketing programs for universitie s and sports organizations acrossthe country" and will be a "tremendous Says Smrek, "There is a greaty story to be told (abou UTSA)." Here at home, UTSA is already workinyg with San Antonio-based to help tell that story. That according to Buskirk, could result in the addition ofnew on-campus marquew signage that would be used to promotes Roadrunners games and raise additional sponsor revenues.
UTSA is a membeer of the Southland Conference and isSan Antonio'a only NCAA Division I institution. The Roadrunners currently field teams in a numberof sports, including basketball, soccer and volleyball. UTSA sports teamw have qualified for 10 NCAAchampionshipl events. And the university has servexd as host for multipler NCAA FinalFour tournaments. Still, UTSA has struggled to gain the kind of followiny other Texas universitieshave enjoyed. But becaus enrollment now tops 28,000 students, makingv UTSA the fourth largest university in Buskirk and others remain optimistic that chang eis coming. That change could, some contend, be expedites with the addition of footballat UTSA.
Once little more than a dreamk printed onsome T-shirts, talk aboutt adding football at UTSA has gained momentum over the last severap months. Late last month, according to UTSA Athleti c DirectorLynn Hickey, a feasibility studh was delivered to UTSA President Ricardo Romo. That studyg outlines some options for launching afootball program.
That effort will include a visual re-branding as well as a majod push to attract regional and nationakl corporatesponsor support. And it could ultimatelt include the additionof football. UTSA has commissionede Ohio-based to redo the Roadrunners' look. Eric assistant athletic director for external operations at says Rickabaugh has been tasked with developing new word marksd and logos forthe university. Buskirk says the Roadrunnerds arechanging colors, too. While the blue and orange will notbe discarded, Buskirk says UTSA will adopt more contemporaru shades of those colors similar to the hues worn by the .
"Thixs is a complete re-branding that we are looking Buskirk explains, adding that UTSA officials have given Rickabauguh total freedom on thelogo "We're totally open. We didn't want to give Rickabaughn toomuch guidance." At press UTSA has struck a tentative agreementy with another firm in an attempt to generate more corporatew support for the Roadrunners. Denver-based is expected to head up an effortg to secure new sponsor deals with regional andnational companies. Dave Smrek is a principal with "What we hope to deliver," Smrek "is a network of interested properties." UTSA official s say the corporate dollar sare essential.
"This is vital. Corporatew sponsor revenue is an importang part ofcollege sports," Buskirk says. Adrenalin, accordingb to Buskirk, has "managed highly successful sponsorship and marketing programs for universitie s and sports organizations acrossthe country" and will be a "tremendous Says Smrek, "There is a greaty story to be told (abou UTSA)." Here at home, UTSA is already workinyg with San Antonio-based to help tell that story. That according to Buskirk, could result in the addition ofnew on-campus marquew signage that would be used to promotes Roadrunners games and raise additional sponsor revenues.
UTSA is a membeer of the Southland Conference and isSan Antonio'a only NCAA Division I institution. The Roadrunners currently field teams in a numberof sports, including basketball, soccer and volleyball. UTSA sports teamw have qualified for 10 NCAAchampionshipl events. And the university has servexd as host for multipler NCAA FinalFour tournaments. Still, UTSA has struggled to gain the kind of followiny other Texas universitieshave enjoyed. But becaus enrollment now tops 28,000 students, makingv UTSA the fourth largest university in Buskirk and others remain optimistic that chang eis coming. That change could, some contend, be expedites with the addition of footballat UTSA.
Once little more than a dreamk printed onsome T-shirts, talk aboutt adding football at UTSA has gained momentum over the last severap months. Late last month, according to UTSA Athleti c DirectorLynn Hickey, a feasibility studh was delivered to UTSA President Ricardo Romo. That studyg outlines some options for launching afootball program.
Tuesday, March 27, 2012
GrassRoots Biotechnology picks Durham's Venable Center - Triangle Business Journal:
modestofyeyko.blogspot.com
GrassRoots Biotechnology is moving its offices todowntownj Durham’s in an 8,300-squared feet space on the second flood of the Dibrell A warehouse building. With the addition of new GrassRoots is expected to grow to 25 employees at itsnew “We are excited to have GrassRootws at Venable,” says Tucker chief operating officer of , owners of the Venablew Center campus, a historic rehabilitation projecg of the former buildings. “Their commitmentf to the environment through crop solutions fits withScientificd Properties’ sustainable operating practices. coupled with our company’sw lab background, made working with GrassRootas anatural fit.
” Current tenantsd on the campus include the city of Durham’ds Office of Economic Development, Hutson Law, Chicagi Title Insurance, the Corporation for Enterprise Development, Niemann The Independent Weekly, and Somerhill Gallery.
GrassRoots Biotechnology is moving its offices todowntownj Durham’s in an 8,300-squared feet space on the second flood of the Dibrell A warehouse building. With the addition of new GrassRoots is expected to grow to 25 employees at itsnew “We are excited to have GrassRootws at Venable,” says Tucker chief operating officer of , owners of the Venablew Center campus, a historic rehabilitation projecg of the former buildings. “Their commitmentf to the environment through crop solutions fits withScientificd Properties’ sustainable operating practices. coupled with our company’sw lab background, made working with GrassRootas anatural fit.
” Current tenantsd on the campus include the city of Durham’ds Office of Economic Development, Hutson Law, Chicagi Title Insurance, the Corporation for Enterprise Development, Niemann The Independent Weekly, and Somerhill Gallery.
Sunday, March 25, 2012
Denver ranked No. 24 in population - Denver Business Journal:
vlastaowibopaj.blogspot.com
Denver’s estimated population as of July 1 was putting the Mile HighCity No. 24 on the list, sandwiched betweenm Milwaukeeand Seattle. Denver’s population boom, with its 2.7 percent year-over-yeatr increase, put the city at No. 25 on the Census Bureau’e list of the fastest-growing large Two other Colorado cities were ahead of Thorntonranked No. 21, and Aurora was No. 22, both with a 2.8 percenty increase over last year’s population figures. Thornton now has an estimatede populationof 113,429 while Aurorq is home to 319,057 people. The Mile High City was ranked No. 14 on the Census Bureau’s list of citieds with the largestnumerical increases.
Denvef gained 15,847 residents in the past Aurorawas No. 22, with 8,606. New York remainerd the largest city, with 8.36 million New Orleans was the fastest-growing big with an 8.2 percent increase.
Denver’s estimated population as of July 1 was putting the Mile HighCity No. 24 on the list, sandwiched betweenm Milwaukeeand Seattle. Denver’s population boom, with its 2.7 percent year-over-yeatr increase, put the city at No. 25 on the Census Bureau’e list of the fastest-growing large Two other Colorado cities were ahead of Thorntonranked No. 21, and Aurora was No. 22, both with a 2.8 percenty increase over last year’s population figures. Thornton now has an estimatede populationof 113,429 while Aurorq is home to 319,057 people. The Mile High City was ranked No. 14 on the Census Bureau’s list of citieds with the largestnumerical increases.
Denvef gained 15,847 residents in the past Aurorawas No. 22, with 8,606. New York remainerd the largest city, with 8.36 million New Orleans was the fastest-growing big with an 8.2 percent increase.
Friday, March 23, 2012
VC investment slows - South Florida Business Journal:
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million in Florida companies duringthis year's thir d quarter, the lowest dollar volumde in the state since 1999's first according to a survey by PricewaterhouseCoopers. survey, compilex by the accounting and consulting firm and venture capital consultanVenture One, showed 13 Florida companiees received venture capital during the recent That averaged out to $6.9 million per The recent quarter's statewide dollar total was considerablgy smaller than in this year's seconrd quarter, which had 12 VC deals totalinf $260.7 million. The Money Tree survey for 2000's thirf quarter showed 23 Florida investmentstotalin $542.8 million, a quarterly dollar recorxd for the state.
This year's third quarter results included five South Floridqa companies receiving a totalpof $29.2 million. During this year's seconr quarter, four South Florida companiez received venture capitaltotaling $86.1 "What we saw in the last quarter is probably a significangt indication of what is to come," said Phyllis a Tampa-based Pricewaterhouse partner who heads the firm'sd Florida Technology Practice. "We are back to Jones said. "The boom period was just that. the third quarter (of was not bad. We didn't have monster dealzs closing like in theprevioua quarters.
" The decline in technology stocks that began during the spring of 2000 is impactingf the flow of venture capital in Florida and around the Jones said. During 1999 and early numerous venture funds gave monegy toyoung Internet-related companies with a goal of gaining profits from anticipatedd initial public offerings. However, thoss IPOs did not The lingering effects ofthis year'sx economic slowdown, the Sept. 11 terroristy attacks are other factors probably will keep VC deal flowat pre-19990 levels for the next several quarters, Jones said.
for the next several quarters, it is anticipated the number of VC investmenta likely will remain flat and there probablyy will be few ofthe $10 million-pluss investments in early-stage companies that were widespread in late 1999 and last "Many venture funds are spending timesa advising and helping to shore up theid existing investments (companies)," Jones said. "Some are sayingy that the second round is where they are but some are still interestedin early-stage companies." The thire quarter's largest VC deal in South Florida was an $18.
u million investment received by Coordinate Care Solutions of Coral Springs, which provideas care management of high-cost patients insured by HMOs, PPOs, self-insuredr companies and government-funded programs. Essexd Woodlands Health Venture and Pequot Capital Management invested the mone y in CoordinatedCare Solutions. The funding was the seconc round of venture capital forthe company. Other South Florida companiea that received venture capital duringthis year'ss third quarter, according to PWC, were: BizProLink Networl of Fort Lauderdale, $3.2 million; Bioheart of Fort $3.0 million; OpenClose.com of Sunrise, $2.25 and NetByTel of Boca Raton, $2.0 million.
Through this year'x first three quarters, the PWC surveys show 43 Florida companies have received venture capitaltotaling $455 That puts the state far behind last year's record when 98 Florida companies received $1.5 billion in venturw capital.
million in Florida companies duringthis year's thir d quarter, the lowest dollar volumde in the state since 1999's first according to a survey by PricewaterhouseCoopers. survey, compilex by the accounting and consulting firm and venture capital consultanVenture One, showed 13 Florida companiees received venture capital during the recent That averaged out to $6.9 million per The recent quarter's statewide dollar total was considerablgy smaller than in this year's seconrd quarter, which had 12 VC deals totalinf $260.7 million. The Money Tree survey for 2000's thirf quarter showed 23 Florida investmentstotalin $542.8 million, a quarterly dollar recorxd for the state.
This year's third quarter results included five South Floridqa companies receiving a totalpof $29.2 million. During this year's seconr quarter, four South Florida companiez received venture capitaltotaling $86.1 "What we saw in the last quarter is probably a significangt indication of what is to come," said Phyllis a Tampa-based Pricewaterhouse partner who heads the firm'sd Florida Technology Practice. "We are back to Jones said. "The boom period was just that. the third quarter (of was not bad. We didn't have monster dealzs closing like in theprevioua quarters.
" The decline in technology stocks that began during the spring of 2000 is impactingf the flow of venture capital in Florida and around the Jones said. During 1999 and early numerous venture funds gave monegy toyoung Internet-related companies with a goal of gaining profits from anticipatedd initial public offerings. However, thoss IPOs did not The lingering effects ofthis year'sx economic slowdown, the Sept. 11 terroristy attacks are other factors probably will keep VC deal flowat pre-19990 levels for the next several quarters, Jones said.
for the next several quarters, it is anticipated the number of VC investmenta likely will remain flat and there probablyy will be few ofthe $10 million-pluss investments in early-stage companies that were widespread in late 1999 and last "Many venture funds are spending timesa advising and helping to shore up theid existing investments (companies)," Jones said. "Some are sayingy that the second round is where they are but some are still interestedin early-stage companies." The thire quarter's largest VC deal in South Florida was an $18.
u million investment received by Coordinate Care Solutions of Coral Springs, which provideas care management of high-cost patients insured by HMOs, PPOs, self-insuredr companies and government-funded programs. Essexd Woodlands Health Venture and Pequot Capital Management invested the mone y in CoordinatedCare Solutions. The funding was the seconc round of venture capital forthe company. Other South Florida companiea that received venture capital duringthis year'ss third quarter, according to PWC, were: BizProLink Networl of Fort Lauderdale, $3.2 million; Bioheart of Fort $3.0 million; OpenClose.com of Sunrise, $2.25 and NetByTel of Boca Raton, $2.0 million.
Through this year'x first three quarters, the PWC surveys show 43 Florida companies have received venture capitaltotaling $455 That puts the state far behind last year's record when 98 Florida companies received $1.5 billion in venturw capital.
Wednesday, March 21, 2012
Package Pals: April - The Rolla Daily News (blog)
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The Rolla Daily News (blog) | Package Pals: April The Rolla Daily News (blog) The first 100 people will be included in the April Package Pals (PP)! I will pair you with one other crafty person. You will each send one crafty package to each other in the month of April. I will send each of the 100 PP's an email by March 30th, ... |
Monday, March 19, 2012
Ilikai workers ratify new contract - The Business Journal of Milwaukee:
aplecheevlgupy.blogspot.com
The hotel’s new owner, New York-basede , closed the hotel on July 9 but has said it will reopemnthe 203-room property if members of UNITE HERE Local 5 agree to a new contract. Specific details of the contractr werenot disclosed, but the union said “wages, benefit s and job security provisions will remainb intact.” “All Ilikai workers will receive the vacatiom pay they had accumulated prior to the Ilikai’s closure, and workers not rehired will have the opportunitg for severance pay,” according to a statement released by Local 5. “The new owners will offedr employment to Ilikai workersby seniority.
” Aboug 75 unionized employees were laid off when the Ilikai IStar bought the Ilikai at a foreclosure auctionj in April after developerr Brian Anderson defaulted on the loan he took out in 2006 to buy the buildingy and 203 residential units. The closure of the hotel, which has reportedly been losing moneyfor months, did not affect 806 of the 1,0099 units within the Ilikai, which are privatelhy owned condominiums or time shares.
The hotel’s new owner, New York-basede , closed the hotel on July 9 but has said it will reopemnthe 203-room property if members of UNITE HERE Local 5 agree to a new contract. Specific details of the contractr werenot disclosed, but the union said “wages, benefit s and job security provisions will remainb intact.” “All Ilikai workers will receive the vacatiom pay they had accumulated prior to the Ilikai’s closure, and workers not rehired will have the opportunitg for severance pay,” according to a statement released by Local 5. “The new owners will offedr employment to Ilikai workersby seniority.
” Aboug 75 unionized employees were laid off when the Ilikai IStar bought the Ilikai at a foreclosure auctionj in April after developerr Brian Anderson defaulted on the loan he took out in 2006 to buy the buildingy and 203 residential units. The closure of the hotel, which has reportedly been losing moneyfor months, did not affect 806 of the 1,0099 units within the Ilikai, which are privatelhy owned condominiums or time shares.
Saturday, March 17, 2012
Multifamily Sales/Development: Winner - Washington Business Journal:
tenamup.wordpress.com
CIM Group LP, Bundy Development Corp. and Neighborhood Development Co.) Broker: The Mayhoofd Co. Architects: Torti Gallas and Partners Inc., Michael Marshalpl ArchitectureLLC Contractor: James G. Daviz Construction Corp. Law firms: Pillsburyu Winthrop Shaw Pittman LLP, Greenstein DeLornes & Luchs PC The now-defunct Nationakl Capital Revitalization Corp. selectes the CityVista team back in 2003 to redevelo astruggling in-fill site at the corner of Fifth and K streetas NW and boost the surrounding neighborhood. Togetherr with similar projects in nearby CityVista was a significant player in supplyinf needed retail and residential options to a markertin need.
The project includes thres towers of residential one completed in 2007 and the others in and all have proven to be CityVista found a formula for success bycomplementingb up-to-date residential units with a private urbanh park 35 stories above ground, a rooftop pool and clubroom and accompanying retail. The condos are 77 percentr sold. The apartments, 43 percent were aided by an uncommon fanfare attheier opening, with a partyt sponsored by international corporation s and a pre-leasing list of 750 “This placed an exclamation mark on the truly differentiate product that CityVista offers,” said Joe assistant vice president of development at Lowe Enterprisex Real Estate Group East LLC, the lead developer.
The complexc is part of the city’ss redevelopment of the Mount VernonTrianglw area. It contains 441 224 apartmentsand 117,000 square feet of retai l on street level, highlighted by a Safeway CityVista is within walking distance of Penn Quarter and Galleryu Place, two Metro station and the circulatord bus. The project was a collaboration ofcity agencies, privatd developers and financial partnere working to develop an abandoned site into one of the city’s most prosperous destinations. “This combination continued to drive extraordinar y value and provide downside protectio throughout atumultuous 2008,” Carrol said.
Architects Torti Gallas and Partners and Michael Marshallk Architecture executed the diverse aspectsof CityVista’s design. To provide resident diversity, 20 percent of the condominiums were sold as affordabledwellingy units.
CIM Group LP, Bundy Development Corp. and Neighborhood Development Co.) Broker: The Mayhoofd Co. Architects: Torti Gallas and Partners Inc., Michael Marshalpl ArchitectureLLC Contractor: James G. Daviz Construction Corp. Law firms: Pillsburyu Winthrop Shaw Pittman LLP, Greenstein DeLornes & Luchs PC The now-defunct Nationakl Capital Revitalization Corp. selectes the CityVista team back in 2003 to redevelo astruggling in-fill site at the corner of Fifth and K streetas NW and boost the surrounding neighborhood. Togetherr with similar projects in nearby CityVista was a significant player in supplyinf needed retail and residential options to a markertin need.
The project includes thres towers of residential one completed in 2007 and the others in and all have proven to be CityVista found a formula for success bycomplementingb up-to-date residential units with a private urbanh park 35 stories above ground, a rooftop pool and clubroom and accompanying retail. The condos are 77 percentr sold. The apartments, 43 percent were aided by an uncommon fanfare attheier opening, with a partyt sponsored by international corporation s and a pre-leasing list of 750 “This placed an exclamation mark on the truly differentiate product that CityVista offers,” said Joe assistant vice president of development at Lowe Enterprisex Real Estate Group East LLC, the lead developer.
The complexc is part of the city’ss redevelopment of the Mount VernonTrianglw area. It contains 441 224 apartmentsand 117,000 square feet of retai l on street level, highlighted by a Safeway CityVista is within walking distance of Penn Quarter and Galleryu Place, two Metro station and the circulatord bus. The project was a collaboration ofcity agencies, privatd developers and financial partnere working to develop an abandoned site into one of the city’s most prosperous destinations. “This combination continued to drive extraordinar y value and provide downside protectio throughout atumultuous 2008,” Carrol said.
Architects Torti Gallas and Partners and Michael Marshallk Architecture executed the diverse aspectsof CityVista’s design. To provide resident diversity, 20 percent of the condominiums were sold as affordabledwellingy units.
Thursday, March 15, 2012
Profiles in Credit Unions: Kim Heinze - San Antonio Business Journal:
fugycyquwod.blogspot.com
“My parents financed every automobile, washing home remodel, my sister’s etc. at their creditf union,” she recalls. “When I was six, my parent were able to open ‘Christmas Club’ accounts for all of us, and my fathefr deposited $1 per pay period per kid accounft throughpayroll deduction. The credit union would distribut checks to useach Dec. 1 to do our own Christmasa shopping — $25 was a big amount back in those days and I think that is my firsgt recollection of feeling a connectioh personally with thecredit It’s been a while since Heinze received that last Christmas Club check.
she’s built a career in the credit union industrh and seen thechanges first-hand. Afted graduating from college, she accepted an offer from thethe ’sd Financial and Technology Services Department. Providing financiapl audits of credit unions around the stats for the organization that servedthe institutions, she embraced the industry’s philosophu and slogan of “people helping people.” Last August, she was hired to lead River City FCU, a credig union which converted its chartee in 2001 to serve the Bexar County Today, the credit union offersx a full range of savings and loan as well as no-feer home-banking and bill pay service.
Still, River City FCU hasn’t forgottenn its roots. “We remain very proud of our heritage as the former San Antoniop Telephone Federal Credit Union and we are attentive to the activitiesz of our originalsponsor companies, the /Southwesterb Bell companies,” Heinze explains. “Many of our longtimde members are going through a stressful time right now as theCWA (Communicationsa Workers of America) union employees are workingf without a contract and the AT&T management employees cannot plan vacationx in case they are called in to work around the clock.
No one knowe if there will be an eventual contrac tor strike, but you can bet that River City FCU will be there for all of them to help them throug any financial difficulty and through all phases of Heinze recently talked with the Business Journal about her caree r and her new position with Rivet City FCU. Family: Two one daughter (college and high schoolp age) Education: BBA from U.T. Austin; in process of aquiringf MBA, , Beaumont; an honor graduate of Southwestf CUNAManagement School, a noted three-yeaf leadership program specializing in the credit union industry On growing up: Born and raised in Southeast Texas, the youngest of eight children.
Although I cannof remember ever going without somethingI needed, we were definitelyu a working class family. More on your career: As I acclimatedx to this first post-college position (with the Texas Credi t Union League), I began to notice that a lot of credity union professionals remained within the industry over the cours oftheir careers, which is not always the case for peoplde with accounting and finance backgrounds,” she “I went on to hold management then senior managemeny positions in Houston, and Beaumont, Texas, all within the industry.
Although I held the positionm ofInterim President/CEO in the past, my currentf position at River City FCU is my firsrt true President/CEO position. How you came to Rivee City FCU: I applied for the position at Rivedr City FCU inAugust 2008. While quickly becoming an “empty after a number of years of being a workinbsingle parent, my long range plan had been to move to the Texa Hill Country area when my nest was completely empty. My two collegew students were in Austin and inSan Antonio.
credit union CEO positions in theSan Antonio/Austinn area do not come open very When I saw the ad at River City, I immediatel sent an application and River City FCU, the former San Antonip Telephone FCU, has a long and rich histor y within the industry. Just one month in September 2008, my home in Southeast Texasa was completely lost inHurricane Ike, as stornm surge brought in four or more feet of water to my entir e community of Bridge City, Texas. All the while, I was progressinh through the interview procesws withRiver City’s board of directors.
I remembert negotiating for moving expenses durinvthis time, when I had lost all but two pieces of and realizing that moving would be a lot simpler and far less cumbersome after the hurricane. At this I felt that the past year has all been for a positivs reason and the way thingsa were supposedto be. The River City board of directora and thepeople I’ve met throug the Alamo Chapter of Credit Unions have been been so warm and welcominvg to this newcomer. I am so please d and happy to be here. ... Rive City FCU asset-size: $160 million — It’s the perfect size credit union to offer a wide range of products and services yet smalll enough to still know our membersby name.
On River City FCU: Althougn it is true that San Antonio has a numbere of financial institutions and some are largedr thanRiver City, the populatioj and community are thriving with a lot of peopled who need quality financial services. Our mission is to do just to provide quality financial services responsivew toour member-owners while maintaining a sound financial position. We currently have four conveniengt branch locations and our home banking site is available to membersz through our Web addressat www.rivercityfcu.org.
Our newesf physical branch was opened eightmonths ago, at the cornef of Bitters and Blanco roadas in North Central San Antonio, and it continues to be the subjec t of positive comments from San Antonians both members and non-members. The Bitters brancnh is a beautiful state-of-the-art facility built on a multi-level This branch incorporates the latest innovation in technologty for the financial servicesindustry — no tellere counters or cages, biometric entry to the safe deposit box and plenty of one-on-one interaction between our memberxs and our member service/full service This business model is referredx to as “dialogue delivery” and members love it.
Goals you and Rivee City FCU areworking toward: We have growjn to the point that we must expand our call center. Havinv roots in the telecommunicationw industry, we understand the importancre of serving members in a timely manner throug this veryimportant channel. We are remodelingv space to accommodate thisdepartment expansion. In addition, we have escalated marketinh efforts and are targeting new demographics that are demanding high tech all the while maintaining quality service to our established longtime member s who may not take advantage of our tech What River City FCU is doing to help membersstruggling today: We actually timed a debt consolidation promotionb that is running currently to coincided with helping those membere who, because of the current situationb (CWA members have been working for AT&T without a contract for more than a have a heightened concern about job and wage continuity.
The credift union management and staff have always remained absolutelg neutral to these negotiationeventsd — we exist to servw all of our members. This is the naturr of our structure as a credit Regardless of the amount of money a membed has on depositwith us, each member of the credit unionb has one equal vote at the credir union’s annual meeting.
“My parents financed every automobile, washing home remodel, my sister’s etc. at their creditf union,” she recalls. “When I was six, my parent were able to open ‘Christmas Club’ accounts for all of us, and my fathefr deposited $1 per pay period per kid accounft throughpayroll deduction. The credit union would distribut checks to useach Dec. 1 to do our own Christmasa shopping — $25 was a big amount back in those days and I think that is my firsgt recollection of feeling a connectioh personally with thecredit It’s been a while since Heinze received that last Christmas Club check.
she’s built a career in the credit union industrh and seen thechanges first-hand. Afted graduating from college, she accepted an offer from thethe ’sd Financial and Technology Services Department. Providing financiapl audits of credit unions around the stats for the organization that servedthe institutions, she embraced the industry’s philosophu and slogan of “people helping people.” Last August, she was hired to lead River City FCU, a credig union which converted its chartee in 2001 to serve the Bexar County Today, the credit union offersx a full range of savings and loan as well as no-feer home-banking and bill pay service.
Still, River City FCU hasn’t forgottenn its roots. “We remain very proud of our heritage as the former San Antoniop Telephone Federal Credit Union and we are attentive to the activitiesz of our originalsponsor companies, the /Southwesterb Bell companies,” Heinze explains. “Many of our longtimde members are going through a stressful time right now as theCWA (Communicationsa Workers of America) union employees are workingf without a contract and the AT&T management employees cannot plan vacationx in case they are called in to work around the clock.
No one knowe if there will be an eventual contrac tor strike, but you can bet that River City FCU will be there for all of them to help them throug any financial difficulty and through all phases of Heinze recently talked with the Business Journal about her caree r and her new position with Rivet City FCU. Family: Two one daughter (college and high schoolp age) Education: BBA from U.T. Austin; in process of aquiringf MBA, , Beaumont; an honor graduate of Southwestf CUNAManagement School, a noted three-yeaf leadership program specializing in the credit union industry On growing up: Born and raised in Southeast Texas, the youngest of eight children.
Although I cannof remember ever going without somethingI needed, we were definitelyu a working class family. More on your career: As I acclimatedx to this first post-college position (with the Texas Credi t Union League), I began to notice that a lot of credity union professionals remained within the industry over the cours oftheir careers, which is not always the case for peoplde with accounting and finance backgrounds,” she “I went on to hold management then senior managemeny positions in Houston, and Beaumont, Texas, all within the industry.
Although I held the positionm ofInterim President/CEO in the past, my currentf position at River City FCU is my firsrt true President/CEO position. How you came to Rivee City FCU: I applied for the position at Rivedr City FCU inAugust 2008. While quickly becoming an “empty after a number of years of being a workinbsingle parent, my long range plan had been to move to the Texa Hill Country area when my nest was completely empty. My two collegew students were in Austin and inSan Antonio.
credit union CEO positions in theSan Antonio/Austinn area do not come open very When I saw the ad at River City, I immediatel sent an application and River City FCU, the former San Antonip Telephone FCU, has a long and rich histor y within the industry. Just one month in September 2008, my home in Southeast Texasa was completely lost inHurricane Ike, as stornm surge brought in four or more feet of water to my entir e community of Bridge City, Texas. All the while, I was progressinh through the interview procesws withRiver City’s board of directors.
I remembert negotiating for moving expenses durinvthis time, when I had lost all but two pieces of and realizing that moving would be a lot simpler and far less cumbersome after the hurricane. At this I felt that the past year has all been for a positivs reason and the way thingsa were supposedto be. The River City board of directora and thepeople I’ve met throug the Alamo Chapter of Credit Unions have been been so warm and welcominvg to this newcomer. I am so please d and happy to be here. ... Rive City FCU asset-size: $160 million — It’s the perfect size credit union to offer a wide range of products and services yet smalll enough to still know our membersby name.
On River City FCU: Althougn it is true that San Antonio has a numbere of financial institutions and some are largedr thanRiver City, the populatioj and community are thriving with a lot of peopled who need quality financial services. Our mission is to do just to provide quality financial services responsivew toour member-owners while maintaining a sound financial position. We currently have four conveniengt branch locations and our home banking site is available to membersz through our Web addressat www.rivercityfcu.org.
Our newesf physical branch was opened eightmonths ago, at the cornef of Bitters and Blanco roadas in North Central San Antonio, and it continues to be the subjec t of positive comments from San Antonians both members and non-members. The Bitters brancnh is a beautiful state-of-the-art facility built on a multi-level This branch incorporates the latest innovation in technologty for the financial servicesindustry — no tellere counters or cages, biometric entry to the safe deposit box and plenty of one-on-one interaction between our memberxs and our member service/full service This business model is referredx to as “dialogue delivery” and members love it.
Goals you and Rivee City FCU areworking toward: We have growjn to the point that we must expand our call center. Havinv roots in the telecommunicationw industry, we understand the importancre of serving members in a timely manner throug this veryimportant channel. We are remodelingv space to accommodate thisdepartment expansion. In addition, we have escalated marketinh efforts and are targeting new demographics that are demanding high tech all the while maintaining quality service to our established longtime member s who may not take advantage of our tech What River City FCU is doing to help membersstruggling today: We actually timed a debt consolidation promotionb that is running currently to coincided with helping those membere who, because of the current situationb (CWA members have been working for AT&T without a contract for more than a have a heightened concern about job and wage continuity.
The credift union management and staff have always remained absolutelg neutral to these negotiationeventsd — we exist to servw all of our members. This is the naturr of our structure as a credit Regardless of the amount of money a membed has on depositwith us, each member of the credit unionb has one equal vote at the credir union’s annual meeting.
Tuesday, March 13, 2012
Syria laying landmines along border: Human Rights Watch - BBC News
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BBC News | Syria laying landmines along border: Human Rights Watch BBC News Syria is laying landmines near its borders with Lebanon and Turkey, along routes used by refugees to escape the violence, Human Rights Watch reports. The New-York based group quoted accounts from witnesses and deminers. UN-Arab League envoy Kofi Annan ... Syria Mines Bor ders With Turkey, Lebanon as Thousands Flee Assad's Forces Rights group: Syria laying mines in border areas Syria 'laying landmines along border' |
Sunday, March 11, 2012
Wheel of Fortune fans audition in Myrtle Beach - SCNow
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TheDigitel | Wheel of Fortune fans audition in Myrtle Beach SCNow Thousands gather at Coastal Grand M » |
Friday, March 9, 2012
Dinsmore, Woodward in Louisville discuss possible merger - Kansas City Business Journal:
http://dmcomic.com/great-gift-ideas-for-the-anime-fan.html
The firms have not struckj a deal, but they have had “seriouws discussions” regarding a potentia merger since latelast year, said Jon Fleischaker, managinfg partner of Dinsmore’s Louisville in a report by Louisville Businessd First, a Business Courier sister paper. Dinsmore has more than 400 attorneys in 10 offices infour states, according to the firm’s Web while Woodward Hobson & Fultom has about 55 attorneys in Louisvill and Lexington. Donna King managing partner of Woodward declined to comment on the possibility ofa merger.
Georgwe Vincent, Dinsmore’s managing director and chairmah of the board of could not be reached priot toBusiness First’s press The merger negotiations currently are on hold because of ongoingg litigation that pits Dinsmore and Woodward Hobson clientw against each other, Fleischaker Joining the firms woul create a conflict of interest. He addedf that there is no guarantee that the firms will agre to merge once there is a resolutiomn to thepending litigation, which he decline to discuss in detail.
Though officialse of the firms did not describe theongoing litigation, Woodward Hobson and Dinsmore attorneys were involver in a recent, well-publicized case in On June 9, Norton Healthcare Woodward Hobson’s client, was ordered to pay more than $4 millio n to a local anesthesiology practice, Anesthesiologyy Associates PSC, which Dinsmore represents. A Jefferson Circuit Courtt jury determined that the nonprofit hospital companhy breached its contract with AnesthesiologyAssociates PSC. But the case is not Norton plans to appeakthe verdict, said Steve Menaugh, vice president of public relations and communications for Norton.
Fleischaker said a merger with Woodwar wouldstrengthen Dinsmore’s Louisville office in termsd of the number of attorneyss and areas of expertise. “It would make for a bigge platformfor us,” Fleischakefr said. In particular, he sees an opportunitgy to expand thelocal office’s corporate practicwe and its estate practice — two areasa in which Woodward is solid. Both firms have a large labodr andemployment practice, Fleischaker said, so thosse would mesh well If a merger were to occur, he anticipatesz that the two Louisville officesd would be consolidated in one locatio n at some point.
Dinsmore’s Louisville officre is currently is located in the PNC Plazaz at500 W. Jefferson St. Woodward Hobsoh & Fulton has offices in the Nationap City Tower at101 S. Fifthu St. Woodward Hobson & Fulton was No. 7 on Businessa First’s Nov. 14 list of the area’xs largest law firms, whichh was ranked by the numbeer oflocal lawyers. The firm had 39 locall attorneys, and its practice areas include labor andemployment law, business organizationz and litigation, estate planning, torts and insuranced and product liability. Notable clients include CSX Transportation the Universityof Louisville, Brown-Forman Corp., Louisvilled Water Co. and ZirMedd Inc.
Dinsmore & Shohl was ranked No. 9 on Business First’s list with 30 local attorneys. Its practice areas include labortand employment, health care, commercial telecommunications, appellate law and mediza and first amendment law. Dinsmore’s notable clientz include AllstateInsurance Co., Bluegrass Cellulard Inc., The Louisville Courier-Journal, the Kentuck y Press Association and Mylan Pharmaceuticals Inc.
The firms have not struckj a deal, but they have had “seriouws discussions” regarding a potentia merger since latelast year, said Jon Fleischaker, managinfg partner of Dinsmore’s Louisville in a report by Louisville Businessd First, a Business Courier sister paper. Dinsmore has more than 400 attorneys in 10 offices infour states, according to the firm’s Web while Woodward Hobson & Fultom has about 55 attorneys in Louisvill and Lexington. Donna King managing partner of Woodward declined to comment on the possibility ofa merger.
Georgwe Vincent, Dinsmore’s managing director and chairmah of the board of could not be reached priot toBusiness First’s press The merger negotiations currently are on hold because of ongoingg litigation that pits Dinsmore and Woodward Hobson clientw against each other, Fleischaker Joining the firms woul create a conflict of interest. He addedf that there is no guarantee that the firms will agre to merge once there is a resolutiomn to thepending litigation, which he decline to discuss in detail.
Though officialse of the firms did not describe theongoing litigation, Woodward Hobson and Dinsmore attorneys were involver in a recent, well-publicized case in On June 9, Norton Healthcare Woodward Hobson’s client, was ordered to pay more than $4 millio n to a local anesthesiology practice, Anesthesiologyy Associates PSC, which Dinsmore represents. A Jefferson Circuit Courtt jury determined that the nonprofit hospital companhy breached its contract with AnesthesiologyAssociates PSC. But the case is not Norton plans to appeakthe verdict, said Steve Menaugh, vice president of public relations and communications for Norton.
Fleischaker said a merger with Woodwar wouldstrengthen Dinsmore’s Louisville office in termsd of the number of attorneyss and areas of expertise. “It would make for a bigge platformfor us,” Fleischakefr said. In particular, he sees an opportunitgy to expand thelocal office’s corporate practicwe and its estate practice — two areasa in which Woodward is solid. Both firms have a large labodr andemployment practice, Fleischaker said, so thosse would mesh well If a merger were to occur, he anticipatesz that the two Louisville officesd would be consolidated in one locatio n at some point.
Dinsmore’s Louisville officre is currently is located in the PNC Plazaz at500 W. Jefferson St. Woodward Hobsoh & Fulton has offices in the Nationap City Tower at101 S. Fifthu St. Woodward Hobson & Fulton was No. 7 on Businessa First’s Nov. 14 list of the area’xs largest law firms, whichh was ranked by the numbeer oflocal lawyers. The firm had 39 locall attorneys, and its practice areas include labor andemployment law, business organizationz and litigation, estate planning, torts and insuranced and product liability. Notable clients include CSX Transportation the Universityof Louisville, Brown-Forman Corp., Louisvilled Water Co. and ZirMedd Inc.
Dinsmore & Shohl was ranked No. 9 on Business First’s list with 30 local attorneys. Its practice areas include labortand employment, health care, commercial telecommunications, appellate law and mediza and first amendment law. Dinsmore’s notable clientz include AllstateInsurance Co., Bluegrass Cellulard Inc., The Louisville Courier-Journal, the Kentuck y Press Association and Mylan Pharmaceuticals Inc.
Tuesday, March 6, 2012
Publix Super Markets stocking shelves in expansion - Tampa Bay Business Journal:
iwegasely.wordpress.com
Despite the influx of new stores, no closinges are planned for the current Publix Through thenew stores, Publix intends to better servw customers by alleviating congestion and offeringy a broader store selection, said Maria Brous, spokeswoman. “Ifd you are in a hurry, the location of the store alwayzs helps,” Brous said. The new locations are part of the intentionh to allow customers access to a Publixs without a detour ora U-turjn on their way home from work. In some a new store is just aroundc the corner or across the street from anexisting location. This is the case with the new storde at 3700Fourth St. N. in St.
Petersburg, whicnh is across the street from an existinbg store at 20037th Ave. N. Traffif patterns are important to determinintg grocerystore locations, said Jim Kovacs, managing directod of retail services with Collierse Arnold. “There are natural boundaries that make up tradee areas and things thatcustomers don’t care to be it a major bridge, a majof thoroughfare, a golf course or a The new Publix stores that are openint will be near very high Kovacs said. The deal not only will alloe Publix to accommodate shoppers with more stores but will keep competitorse from moving into theAlbertsons locations.
Most of the acquiredd Albertsons stores are in infill counties and notgrowtgh counties, said Eric Schoessler, managing partnee with , a retail-focused real estate developmentf firm based in Tampa. The locations are ofteh 10 to 20 years old and have operationap histories and sales numbers valuable to Publix insite selection, Schoesslee said. Publix would be able to get a feel for the operationa l history of Albertsons locations based on thesesaless numbers. “They will be able to expand on what Albertsonws did because they historically have been a good said Schoessler.
In addition to availing itselfgto customers, Publix by expanding will benefit the commercial centers in which it is an anchor tenant, said Mark Shellabarger, SVP with the privat client group/investment properties group of the CB Richar Ellis Tampa office. “Publix has always been considerede the premier grocery store in said Shellabarger. “They tend to attracrt a higher grade of stores into shopping I think they will have a positive effect onsurrounding retail.
”
Despite the influx of new stores, no closinges are planned for the current Publix Through thenew stores, Publix intends to better servw customers by alleviating congestion and offeringy a broader store selection, said Maria Brous, spokeswoman. “Ifd you are in a hurry, the location of the store alwayzs helps,” Brous said. The new locations are part of the intentionh to allow customers access to a Publixs without a detour ora U-turjn on their way home from work. In some a new store is just aroundc the corner or across the street from anexisting location. This is the case with the new storde at 3700Fourth St. N. in St.
Petersburg, whicnh is across the street from an existinbg store at 20037th Ave. N. Traffif patterns are important to determinintg grocerystore locations, said Jim Kovacs, managing directod of retail services with Collierse Arnold. “There are natural boundaries that make up tradee areas and things thatcustomers don’t care to be it a major bridge, a majof thoroughfare, a golf course or a The new Publix stores that are openint will be near very high Kovacs said. The deal not only will alloe Publix to accommodate shoppers with more stores but will keep competitorse from moving into theAlbertsons locations.
Most of the acquiredd Albertsons stores are in infill counties and notgrowtgh counties, said Eric Schoessler, managing partnee with , a retail-focused real estate developmentf firm based in Tampa. The locations are ofteh 10 to 20 years old and have operationap histories and sales numbers valuable to Publix insite selection, Schoesslee said. Publix would be able to get a feel for the operationa l history of Albertsons locations based on thesesaless numbers. “They will be able to expand on what Albertsonws did because they historically have been a good said Schoessler.
In addition to availing itselfgto customers, Publix by expanding will benefit the commercial centers in which it is an anchor tenant, said Mark Shellabarger, SVP with the privat client group/investment properties group of the CB Richar Ellis Tampa office. “Publix has always been considerede the premier grocery store in said Shellabarger. “They tend to attracrt a higher grade of stores into shopping I think they will have a positive effect onsurrounding retail.
”
Sunday, March 4, 2012
Maritz cuts 260 employees - St. Louis Business Journal:
sucujovide.wordpress.com
Beth Rusert, a spokeswoman for the company, said the compant gave notice Thursday to the employees and the last day for most of thoser being cut will thiscoming Wednesday. Some of the employees whosew jobs are being eliminated will have thei r final day extended beyond Wednesday so they can complete she said. The cuts extendf across all of theinternational company’s offices, Rusert and all of those being laid off will receive outplacemengt services and a severance packagwe based on each employee’ws length of service.
It was not clear how many employeees are impactedat Maritz’s headquarters here, wherr Maritz had 2,223 employees prior to the Maritz reported a total staff of 3,129 , prior to the latesyt cuts. The company, which reorganizedr its top management , had 208 employeese over age 53 accept a buyoutyoffer . At the time of the Maritz executives said the company would need to make deeper cuts given the downturnb inthe economy. Maritz is one of the largerf private companies in the countruand 14th-largest private firm in the regiohn based on revenue of $1.49i billion for its fiscal year that ended March 31, accordinv to Business Journal research. In an interview in Maritz Inc.
CEO Steve Maritz said the company would report increased revenue for its fiscal year that endeMarch 31, but he cautioned then that his family-owned business was seeinh a significant drop in both its travel and meeting businesses in the currentg economic slump. Maritz’s core businessesd serve the automotive andbankint industries, both of which have suffered in the curren economic downturn. The incentive and meeting industries saw a wave of cancellationds starting last year after word spreadof ’ $400,000 incentive program after it received an $85 billion loan from the U.S.
said Vince Alonzo, editor-in-chief of trade publications, and in New Alonzo said banking, auto and other businesses that have takenm bailout money from the federal government have canceledbusinesd meetings, and that trend has spilled over to othedr industries as the economy tightened.
Beth Rusert, a spokeswoman for the company, said the compant gave notice Thursday to the employees and the last day for most of thoser being cut will thiscoming Wednesday. Some of the employees whosew jobs are being eliminated will have thei r final day extended beyond Wednesday so they can complete she said. The cuts extendf across all of theinternational company’s offices, Rusert and all of those being laid off will receive outplacemengt services and a severance packagwe based on each employee’ws length of service.
It was not clear how many employeees are impactedat Maritz’s headquarters here, wherr Maritz had 2,223 employees prior to the Maritz reported a total staff of 3,129 , prior to the latesyt cuts. The company, which reorganizedr its top management , had 208 employeese over age 53 accept a buyoutyoffer . At the time of the Maritz executives said the company would need to make deeper cuts given the downturnb inthe economy. Maritz is one of the largerf private companies in the countruand 14th-largest private firm in the regiohn based on revenue of $1.49i billion for its fiscal year that ended March 31, accordinv to Business Journal research. In an interview in Maritz Inc.
CEO Steve Maritz said the company would report increased revenue for its fiscal year that endeMarch 31, but he cautioned then that his family-owned business was seeinh a significant drop in both its travel and meeting businesses in the currentg economic slump. Maritz’s core businessesd serve the automotive andbankint industries, both of which have suffered in the curren economic downturn. The incentive and meeting industries saw a wave of cancellationds starting last year after word spreadof ’ $400,000 incentive program after it received an $85 billion loan from the U.S.
said Vince Alonzo, editor-in-chief of trade publications, and in New Alonzo said banking, auto and other businesses that have takenm bailout money from the federal government have canceledbusinesd meetings, and that trend has spilled over to othedr industries as the economy tightened.
Friday, March 2, 2012
Warne tapped as new O'Charley's CEO - Nashville Business Journal:
yvejodo.wordpress.com
Warne, who previously served as presidenty ofthe O'Charley's restaurant also was appointed to the board of directors, increasing the total number of the company’s directors to 11. The companu also announced thatPhilio Hickey, a member of the boarf of directors since January, has been elected chairmah of the board. Warne joined O'Charley'sd (Nasdaq: CHUX) in 2006 after 16 years with Carlson Cos. Inc.
In his most recen t assignmentat Carlson, Warne was presidenr and chief operating officer of Pick Up Previous assignments at Carlson included executivre vice president and chief operatingg officer of TGI Friday’s International, and chierf financial officer of Carlson Restaurants Worldwide. He hold an MBA from the University of Chicago anda bachelor'as desgree from St. Cloud State University. The company'ds previous CEO, Greg Burns, retired in He has worked for the company for 25 first serving asthe company's chiet financial officer before being named CEO and chairman in 1994.
The company'x current CFO, Larry Hyatt, has been serving as interimn CEO duringthe “(Warne) is a proven leader with a broad skill set, an impressiv track record, and deep operational experiencr in the restaurant industry," Hickey says. "Since he becamw president of the O'Charley'ws concept in 2006, he has strengthened its managemenyt team, accelerated the pace of food andbeverager innovation, and brought a structureed and analytical approach to managing all aspects of the O'Charley's Inc. operates or franchises 372 restaurantsz underthree brands: O'Charley's, Ninety Nine Restaurantt and Stoney River Legendary Steaks.
The recession has taken its toll on InJune 2007, the company's stock was trading at more than $22 a but that price has fallen dramatically sincr that time. The stock has falle n to a lowof $1.19 a share in late 2008. The company's stock has climbed back to near $10 a share over the past five
Warne, who previously served as presidenty ofthe O'Charley's restaurant also was appointed to the board of directors, increasing the total number of the company’s directors to 11. The companu also announced thatPhilio Hickey, a member of the boarf of directors since January, has been elected chairmah of the board. Warne joined O'Charley'sd (Nasdaq: CHUX) in 2006 after 16 years with Carlson Cos. Inc.
In his most recen t assignmentat Carlson, Warne was presidenr and chief operating officer of Pick Up Previous assignments at Carlson included executivre vice president and chief operatingg officer of TGI Friday’s International, and chierf financial officer of Carlson Restaurants Worldwide. He hold an MBA from the University of Chicago anda bachelor'as desgree from St. Cloud State University. The company'ds previous CEO, Greg Burns, retired in He has worked for the company for 25 first serving asthe company's chiet financial officer before being named CEO and chairman in 1994.
The company'x current CFO, Larry Hyatt, has been serving as interimn CEO duringthe “(Warne) is a proven leader with a broad skill set, an impressiv track record, and deep operational experiencr in the restaurant industry," Hickey says. "Since he becamw president of the O'Charley'ws concept in 2006, he has strengthened its managemenyt team, accelerated the pace of food andbeverager innovation, and brought a structureed and analytical approach to managing all aspects of the O'Charley's Inc. operates or franchises 372 restaurantsz underthree brands: O'Charley's, Ninety Nine Restaurantt and Stoney River Legendary Steaks.
The recession has taken its toll on InJune 2007, the company's stock was trading at more than $22 a but that price has fallen dramatically sincr that time. The stock has falle n to a lowof $1.19 a share in late 2008. The company's stock has climbed back to near $10 a share over the past five
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