Daily Mail | Baggies sign Ridgewell and Andrews ESPN By ESPNsoccernet staff West Bromwich Albion have completed the signings of defender Liam Ridgewell from Birmingham City and Keith Andrews from Blackburn. Ridgewell, 27, has signed a two-and-a-half-year deal and the club have the option to extend it for ... Albion acquire Andrews Blackburn's Andrews arrives at Albion on a free after demanding transfer Keith Andrews joins West Brom from Blackburn Rovers |
Tuesday, January 31, 2012
Baggies sign Ridgewell and Andrews - ESPN
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Sunday, January 29, 2012
Abercrombie shutting struggling Ruehl chain - The Business Review (Albany):
yjanebixe.wordpress.com
The New Albany-based apparel merchant said Wednesdayg it willshut Ruehl’s 29 stores and direct-to-consumerr operations and will be “substantially complete” with the efforf by the end of next January. The decisiom comes a month after Abercrombie took a deep strategic look atthe chain, whicuh targets young adults with clothews and accessories. Ruehl, whoser only Ohio store is at Easton Town generated a pretax operating lossof $58 millio n last year. The chain regularluy was Abercrombie’s weakest sales performer at stores open at leastya year. Ruehl’s same-store sales were off 33 percen tin May. Abercrombie earned $272.3 millionj on $3.
54 billion in revenue last year. “Iyt has been a difficult decision tocloser Ruehl, a brand we continue to believe coule have been successful in different circumstances,” CEO Michaelo Jeffries said in a statement. “However, given the curreng economic environment, we believe it is in the best interestss of the company to focusa its efforts and resources on the growth opportunities afforded by ourotheer brands, particularly internationally.
” The company didn’t disclose the effects on the chain’d work force, nor did it indicate the number of jobs tied to The review of Ruehl, whicgh opened in 2004, cost the company about $51 millio n in impairment charges in its firsyt quarter. Abercrombie expects to book abouy $65 million in pretax chargeds through the rest of the fiscal year as it winds down The company Wednesday also said it amended a credit agreement to exclud esome Ruehl-related charges from requirements under its covenantt with the lender and reduced its available crediy to $350 million from $450 Jeffries said the company is confident is has sufficieny cash on hand but “wew believe it is prudent to make these in light of the recession-battered retailk environment and the one-tims Ruehl costs.
In addition to the 29 Ruehp stores, Abercrombie runs 350 flagship stores and 733 others underthe Abercrombie, Hollister Co. and Gilly Hicksx nameplates.
The New Albany-based apparel merchant said Wednesdayg it willshut Ruehl’s 29 stores and direct-to-consumerr operations and will be “substantially complete” with the efforf by the end of next January. The decisiom comes a month after Abercrombie took a deep strategic look atthe chain, whicuh targets young adults with clothews and accessories. Ruehl, whoser only Ohio store is at Easton Town generated a pretax operating lossof $58 millio n last year. The chain regularluy was Abercrombie’s weakest sales performer at stores open at leastya year. Ruehl’s same-store sales were off 33 percen tin May. Abercrombie earned $272.3 millionj on $3.
54 billion in revenue last year. “Iyt has been a difficult decision tocloser Ruehl, a brand we continue to believe coule have been successful in different circumstances,” CEO Michaelo Jeffries said in a statement. “However, given the curreng economic environment, we believe it is in the best interestss of the company to focusa its efforts and resources on the growth opportunities afforded by ourotheer brands, particularly internationally.
” The company didn’t disclose the effects on the chain’d work force, nor did it indicate the number of jobs tied to The review of Ruehl, whicgh opened in 2004, cost the company about $51 millio n in impairment charges in its firsyt quarter. Abercrombie expects to book abouy $65 million in pretax chargeds through the rest of the fiscal year as it winds down The company Wednesday also said it amended a credit agreement to exclud esome Ruehl-related charges from requirements under its covenantt with the lender and reduced its available crediy to $350 million from $450 Jeffries said the company is confident is has sufficieny cash on hand but “wew believe it is prudent to make these in light of the recession-battered retailk environment and the one-tims Ruehl costs.
In addition to the 29 Ruehp stores, Abercrombie runs 350 flagship stores and 733 others underthe Abercrombie, Hollister Co. and Gilly Hicksx nameplates.
Friday, January 27, 2012
UPMC to manage Ireland hospital - Pittsburgh Business Times:
kdrummondbs37.blogspot.com
As part of the UPMC will pay 15milliobn euros, or about $22 for a 25 percent equity interest in the hospital operating company that will lease the facility from BMG. UPMC is also in talke with BMG to operate three more independent hospitals to be built by BMG on the groundas of public hospitalsin Beaumont, Cork and BMG recently won approval for these "co-located" hospitals from the Irish governmeny and is finalizing thoses agreements. Under the agreement, the 183-bed Beacon Hospita will be operated by UPMC under the medical directorshipof Dr. Mark BMG's co-founder and medical director.
BMG retains ownership of the which opened in January 2007 and offerw servicesin cardiology, dermatology, neurology, orthopaedice and oncology. Previously, the facility was operated by , whicuh was acquired last yearby "Our agreement with BMG is just the latestt sign of UPMC's commitmentr to international growth and diversification to improve health care worldwide whilee supporting our core mission at home," UPMC Executivr Vice President Charles Bogosts said in a statement. UPMC operates a canceer center inside theBeacom Hospital, one of two cancer centers it operates in Ireland.
It also operatesw a transplant centerin Palermo, and is involved in a partnership providing emergency care in
As part of the UPMC will pay 15milliobn euros, or about $22 for a 25 percent equity interest in the hospital operating company that will lease the facility from BMG. UPMC is also in talke with BMG to operate three more independent hospitals to be built by BMG on the groundas of public hospitalsin Beaumont, Cork and BMG recently won approval for these "co-located" hospitals from the Irish governmeny and is finalizing thoses agreements. Under the agreement, the 183-bed Beacon Hospita will be operated by UPMC under the medical directorshipof Dr. Mark BMG's co-founder and medical director.
BMG retains ownership of the which opened in January 2007 and offerw servicesin cardiology, dermatology, neurology, orthopaedice and oncology. Previously, the facility was operated by , whicuh was acquired last yearby "Our agreement with BMG is just the latestt sign of UPMC's commitmentr to international growth and diversification to improve health care worldwide whilee supporting our core mission at home," UPMC Executivr Vice President Charles Bogosts said in a statement. UPMC operates a canceer center inside theBeacom Hospital, one of two cancer centers it operates in Ireland.
It also operatesw a transplant centerin Palermo, and is involved in a partnership providing emergency care in
Wednesday, January 25, 2012
California will run out of cash in 14 days - Pacific Business News (Honolulu):
http://popsite.org/?f=4&n=11
“California’s day of reckoning is he said. With no action, the stats will run out of cash in14 days. Threr months after the state budget was California facesa $24 billion deficit. Schwarzenegger has already proposed massive cuts to health careand prisons. Now he’s looking for structura l reform to make government more efficient and stretcjhtaxpayer dollars. He’s asked the State Boars of Education, for example, to make textbookes available in digitalformats — a move that could save In 2004, the governor talked about blowing up boxes and consolidating but the initiatives never gainerd traction. They’re back.
Schwarzenegger is proposing once againj to eliminate and consolidate more than a dozenstatwe departments, boards and commissions. This includes the Waste Managemenr Board, the Court Reporters Board, the Department of Boating and Waterwayxs and the Inspection and Maintenance Review Earlierthis year, the state began consolidatinbg information technology departments. Now Schwarzenegge wants to consolidate departments that oversee financial institutions and mergd taxcollection operations. In state leaders will receive recommendations on how to modernizde thetax code.
“This will be a tremendous opportunity to make our revenueas more reliable and less volatile and help the state avoid the boom and bust budgetzs that have brought us here Schwarzeneggertold lawmakers. It’s not going to happen in 14 days, he said. But it coulde happen before the Legislature adjourns for summer recess onJuly 17.
“California’s day of reckoning is he said. With no action, the stats will run out of cash in14 days. Threr months after the state budget was California facesa $24 billion deficit. Schwarzenegger has already proposed massive cuts to health careand prisons. Now he’s looking for structura l reform to make government more efficient and stretcjhtaxpayer dollars. He’s asked the State Boars of Education, for example, to make textbookes available in digitalformats — a move that could save In 2004, the governor talked about blowing up boxes and consolidating but the initiatives never gainerd traction. They’re back.
Schwarzenegger is proposing once againj to eliminate and consolidate more than a dozenstatwe departments, boards and commissions. This includes the Waste Managemenr Board, the Court Reporters Board, the Department of Boating and Waterwayxs and the Inspection and Maintenance Review Earlierthis year, the state began consolidatinbg information technology departments. Now Schwarzenegge wants to consolidate departments that oversee financial institutions and mergd taxcollection operations. In state leaders will receive recommendations on how to modernizde thetax code.
“This will be a tremendous opportunity to make our revenueas more reliable and less volatile and help the state avoid the boom and bust budgetzs that have brought us here Schwarzeneggertold lawmakers. It’s not going to happen in 14 days, he said. But it coulde happen before the Legislature adjourns for summer recess onJuly 17.
Monday, January 23, 2012
Bookies predict hung verdict - Hindustan Times
tosece.blogspot.com
Bookies predict hung verdict Hindustan Times Even as political parties draw up their strategies to ensure a victory in the upcoming civic polls, bookies in the city have laid their bets on no alliance winning a clear majority. Bookies further believe that the Maharashtra Navnirman Sena (MNS) will ... |
Saturday, January 21, 2012
Football Signing Day Party Scheduled; More Viking Honors - Portland State Vikings
tosece.blogspot.com
Football Signing Day Party Scheduled; More Viking Honors Portland State Vikings Nigel Burton, one of the top coaches in FCS football this past year, will introduce his 2012 signing class on Feb. 1 at a signing party at Buffalo Wild Wings. by Mike Lund The Portland State Football program will host a National Letter of Intent Day ... |
Wednesday, January 18, 2012
Sounders draftee Duran wants to be a fast learner - The Seattle Times
bakakinkorypon.blogspot.com
Sounders draftee Duran wants to be a fast learner The Seattle Times By Joshua Mayers Can't wait to see this team play. Hard to improve on Riley and Keller but this guy... (January 14, 2012, by Emerson Bigguns) MORE Andrew Duran doesn't need to be reminded about the faster rate of play in MLS compared to college. ... |
Monday, January 16, 2012
Consumer confidence retreats - Denver Business Journal:
coeragnheidur3778.blogspot.com
Nationally, consumer confidence dropped sharply in cutting into three months of gains that had seen the overalkl index morethan double. The Conference Board's Consumer Confidencee Index fellby 5.5 points to 49.3 in Statewide, Florida’s consumer confidence index for June fell three pointds last month to 68, the result of bad economicc news including the bankruptcy of Genera Motors Corp., foreclosures and a spike in Florida’sz unemployment rate, according to a new Universituy of Florida poll.
While Floridians’ perceptionds of personal finances compared with a year ago is up three points to 44 from a reviseed May readingof 41, other perceptions were lower or the same as, last month. For example, perceptions of U.S. economicx conditions over the next year fell seven point sto 65, while perceptions of whether it’s a good time to buy big-tickeg items fell nine points to 67. Perceptionzs of U.S. economic conditions over the next five yearse remained unchangedat 80.
"Moving forward, we do not expecty Florida consumer confidence to declinee much more over the next couplewof months, barring some unforeseenm change here in Florida or Chris McCarty, director of UF’s Surveyu Research Center at the Bureaj of Economic and Busineszs Research, said in a news However, McCarty cautioned the recovery is expectedr to be long and unevehn for some sectors of the "With the demise of longstanding financial institutiona such as Lehman Brotherzs and manufacturing companies like Chrysler and GM, it is no longedr business as usual," he said.
The preliminaryy index for June was conducted from 430 It is benchmarkedto 1966, so a value of 100 representzs the same level of confidencr for that year.
Nationally, consumer confidence dropped sharply in cutting into three months of gains that had seen the overalkl index morethan double. The Conference Board's Consumer Confidencee Index fellby 5.5 points to 49.3 in Statewide, Florida’s consumer confidence index for June fell three pointds last month to 68, the result of bad economicc news including the bankruptcy of Genera Motors Corp., foreclosures and a spike in Florida’sz unemployment rate, according to a new Universituy of Florida poll.
While Floridians’ perceptionds of personal finances compared with a year ago is up three points to 44 from a reviseed May readingof 41, other perceptions were lower or the same as, last month. For example, perceptions of U.S. economicx conditions over the next year fell seven point sto 65, while perceptions of whether it’s a good time to buy big-tickeg items fell nine points to 67. Perceptionzs of U.S. economic conditions over the next five yearse remained unchangedat 80.
"Moving forward, we do not expecty Florida consumer confidence to declinee much more over the next couplewof months, barring some unforeseenm change here in Florida or Chris McCarty, director of UF’s Surveyu Research Center at the Bureaj of Economic and Busineszs Research, said in a news However, McCarty cautioned the recovery is expectedr to be long and unevehn for some sectors of the "With the demise of longstanding financial institutiona such as Lehman Brotherzs and manufacturing companies like Chrysler and GM, it is no longedr business as usual," he said.
The preliminaryy index for June was conducted from 430 It is benchmarkedto 1966, so a value of 100 representzs the same level of confidencr for that year.
Saturday, January 14, 2012
Megadeal helps both Seattle, New York greatly - MLB.com
disadvantage-unlimited.blogspot.com
Globe and Mail | Megadeal helps both Seattle, New York greatly MLB.com By Bernie Pleskoff | MLB.com Columnist | Archive 01/13/12 10:44 PM EST It's been on the minds of Yankees fans since last season ended -- when would the club strengthen its pitching staff? Well, the question has been answered. The Yankees have acquired ... Do the Red Sox counter Yankees? Michael Pineda for Jesus Montero May Be a Bad Move for Both Teams How the Yankees Trade Invokes World Series Dreams for the Padres |
Thursday, January 12, 2012
Will Microsoft's Windows 8 launch in October? - Washington Post
onesawava.wordpress.com
The Hindu | Will Microsoft's Windows 8 launch in October? Washington Post Pocket-lint is reporting that Windows 8 will be launched in October of this year, quoting director of Windows PR Janelle Poole: "One of the things that I think is a good guideline though is we've always said that Windows releases come round about every ... Microsof t chief B » |
Tuesday, January 10, 2012
Kauffman study: Recessions often give birth to highly successful companies - Silicon Valley / San Jose Business Journal:
vasilisaxavymar.blogspot.com
The foundation found that more than half the businesses onthis year’d Fortune 500 list of the largest U.S. companiee were founded during a recession or a bear markeftfor stocks. Nearly half of ’x 2008 list of the 500 fastest-growing companies were founded during thesseslow periods. Job creation by startups is less sensitivs to economic downturns than businesses as awholre are. Rising unemployment actually may be good for becauseit “can free up pooles of human capital,” accordinv to the study, which was writtenm by Dane Stangler, a senior analyst at the foundation.
“Aj unemployed individual, with some measure of experienc (and in some cases, a vested pension), may perceiv e a competitive opportunity to start a new andfeel there’s nothing to lose,” the study states. Entrepreneurs may also target the unemployex as a potential poolof employees, the study See .
The foundation found that more than half the businesses onthis year’d Fortune 500 list of the largest U.S. companiee were founded during a recession or a bear markeftfor stocks. Nearly half of ’x 2008 list of the 500 fastest-growing companies were founded during thesseslow periods. Job creation by startups is less sensitivs to economic downturns than businesses as awholre are. Rising unemployment actually may be good for becauseit “can free up pooles of human capital,” accordinv to the study, which was writtenm by Dane Stangler, a senior analyst at the foundation.
“Aj unemployed individual, with some measure of experienc (and in some cases, a vested pension), may perceiv e a competitive opportunity to start a new andfeel there’s nothing to lose,” the study states. Entrepreneurs may also target the unemployex as a potential poolof employees, the study See .
Sunday, January 8, 2012
Haddad-Wylie Industries develops diversity of marketing techniques - Houston Business Journal:
grachevakautawil.blogspot.com
These are the insights of James Kunkel, who has workec with small business owners in one capacitgy or another for nearly 20 years at the Small Business Developmentt Centerat St. Vincent College in Latrobe. They also are lessons Haddad-Wylis Industries studied carefully as it grew intoa $10 milliojn company from a $500,000 start-upo in 2004. The early challengs for HWI was a common one forsmalkl businesses: how to reach potential clients afterr getting a couple of big projects behind you, when you have a good storg to tell. “Getting people to trus t us,” is how President Heathedr Wyliedescribes it.
Husband Deric Haddad, who is the company’xs CEO and COO, had 10 years’ experiencs building clean rooms for compounding pharmacies when the compantywas formed. “He knows the language,” Wyli said. A friend provided the company’sd first job lead for its inauguralo project, a clean room for a Duke UniversityHospitalk pharmacy. The work was completee successfully, so the question became, what’s the second act? Usinf the office copier, HWI printed a simples trifold brochure, which was mailed mostly to hospitals on theEast “We killed our copier,” Wylier said.
She followed up the mailing with telephonsecalls — a tried and true marketing Between 2005 and 2007, Wylie said she made 48,00o0 follow-up calls. “It was tedious,” she said. “It was very It also worked. The simple brochure and follow-up calle secured contracts at four Universityg of Pittsburgh MedicalCenter hospitals, she said, as sales “For us, it’s a lot of relationshi building,” said Emily who was hired in 2007 as directorf of marketing and sales to develop the company’ marketing edge.
It wasn’t long before the company began seeing resultzs fromthe effort, but not beforee Gregory looked over the trifold brochure and scratchedx her head. “This is really complicatee andI don’t understand the she remembered thinking. The result was a letter-sized brochure, which was spiral-bound. On the the company’s services were spelled out in three shorty andconcise sentences. Inside were color photographxs offinished jobs. Sales continued to improvse thesame year, with HWI becoming a preferred vendod at the Cleveland Clinic.
HWI’s marketing efforts shifted again in 2008 with construction of aWeb site, which coincided with the printinhg of a new sleek brochure. The Web site and brochure allowed the company to create auniform message, a unifor m brand, Gregory said. The Web site “gavr us another outlet for people to find she said. The result was an increase in inquiries from one to two weeklg to threeto four. Howard lab manager at South Side-based Stemnion Inc., was among HWI clientzs attracted by theWeb site. “It was very straightforward and answerede a lotof questions,” he “It was that initial professionalism that attracted HWI began to try out other marketiny approaches.
In 2008, company representatives bega attending one-on-one meetings with prospective clients that were arranged by a trade group. This strategy further boostee sales. HWI still mails out brochures followed up withtelephonee calls, but now the number of requestx for information began to grow. A tipping poinf had been reached, from pushing marketin to attracting callers. “What’s nice about that is that it’sx all of a sudden pull insteaddof push, and that’s where you want to said Kunkel, St. Vincent’s Small Business Developmentr Center’s executive director.
“You want the buzz to be out In February, HWI began telling its storgy ina newsletter, whichy is sent to currentr and prospective clients, about the same time the companuy hired four sales representatives who tout the companyy while boosting sales. HWI’s salee are expected to reach $15 million to $20 million this year as the compan plots the next shift in itsmarketinvg strategy. “We are defying the recession,” Wylie “Everything that this company has gottejn isthrough marketing.
”
These are the insights of James Kunkel, who has workec with small business owners in one capacitgy or another for nearly 20 years at the Small Business Developmentt Centerat St. Vincent College in Latrobe. They also are lessons Haddad-Wylis Industries studied carefully as it grew intoa $10 milliojn company from a $500,000 start-upo in 2004. The early challengs for HWI was a common one forsmalkl businesses: how to reach potential clients afterr getting a couple of big projects behind you, when you have a good storg to tell. “Getting people to trus t us,” is how President Heathedr Wyliedescribes it.
Husband Deric Haddad, who is the company’xs CEO and COO, had 10 years’ experiencs building clean rooms for compounding pharmacies when the compantywas formed. “He knows the language,” Wyli said. A friend provided the company’sd first job lead for its inauguralo project, a clean room for a Duke UniversityHospitalk pharmacy. The work was completee successfully, so the question became, what’s the second act? Usinf the office copier, HWI printed a simples trifold brochure, which was mailed mostly to hospitals on theEast “We killed our copier,” Wylier said.
She followed up the mailing with telephonsecalls — a tried and true marketing Between 2005 and 2007, Wylie said she made 48,00o0 follow-up calls. “It was tedious,” she said. “It was very It also worked. The simple brochure and follow-up calle secured contracts at four Universityg of Pittsburgh MedicalCenter hospitals, she said, as sales “For us, it’s a lot of relationshi building,” said Emily who was hired in 2007 as directorf of marketing and sales to develop the company’ marketing edge.
It wasn’t long before the company began seeing resultzs fromthe effort, but not beforee Gregory looked over the trifold brochure and scratchedx her head. “This is really complicatee andI don’t understand the she remembered thinking. The result was a letter-sized brochure, which was spiral-bound. On the the company’s services were spelled out in three shorty andconcise sentences. Inside were color photographxs offinished jobs. Sales continued to improvse thesame year, with HWI becoming a preferred vendod at the Cleveland Clinic.
HWI’s marketing efforts shifted again in 2008 with construction of aWeb site, which coincided with the printinhg of a new sleek brochure. The Web site and brochure allowed the company to create auniform message, a unifor m brand, Gregory said. The Web site “gavr us another outlet for people to find she said. The result was an increase in inquiries from one to two weeklg to threeto four. Howard lab manager at South Side-based Stemnion Inc., was among HWI clientzs attracted by theWeb site. “It was very straightforward and answerede a lotof questions,” he “It was that initial professionalism that attracted HWI began to try out other marketiny approaches.
In 2008, company representatives bega attending one-on-one meetings with prospective clients that were arranged by a trade group. This strategy further boostee sales. HWI still mails out brochures followed up withtelephonee calls, but now the number of requestx for information began to grow. A tipping poinf had been reached, from pushing marketin to attracting callers. “What’s nice about that is that it’sx all of a sudden pull insteaddof push, and that’s where you want to said Kunkel, St. Vincent’s Small Business Developmentr Center’s executive director.
“You want the buzz to be out In February, HWI began telling its storgy ina newsletter, whichy is sent to currentr and prospective clients, about the same time the companuy hired four sales representatives who tout the companyy while boosting sales. HWI’s salee are expected to reach $15 million to $20 million this year as the compan plots the next shift in itsmarketinvg strategy. “We are defying the recession,” Wylie “Everything that this company has gottejn isthrough marketing.
”
Thursday, January 5, 2012
Ritter confronted at bill signing by union grocery workers - San Antonio Business Journal:
ogarawo.wordpress.com
Ritter addressed the workersd publiclyafter , repeating to them as he had writte n in his May 19 veto of Housde Bill 1170 that he felt that the bill wouldc have interrupted ongoing union negotiations with grocery-store chains , and But after several minutes of explanation, workerxs began yelling, "That is a lie!" and "Sir, why did you and the governor left the podium. "Io have made my statement. Thank you very Ritter said as he exited the packed west foyer ofthe Capitol. .
Tensions between unio n workers and the Democratic governord that they helped to elect in 2006 have been simmerinhg since his veto of the bill that would haveallowefd locked-out workers to collect unemploymenf insurance benefits. United Food and Commercial Workeres UnionLocal No. 7 President Ernest Duran said that Ritterhad "betrayed" them and "renegedd on his promises," and some activists have begun lookinv for a candidate to oppose Ritter in a Ritter signed 29 bills Tuesday, culminating with an evening "Helo for Working Families at the Capitol in whicu he inked six laws to help unemployed residents receive more benefits and keep homes from being foreclosed upon, among other things.
Leaders from severak construction unions stood behind him as he signed one ofthe measures, Hous e Bill 1310, which allows for the easier filing of complaints if an employer misqualifies a workef as an independent But, even before then, while Ritter was signing a measurse that will allow local governments to sell low- to no-interestf bonds for public construction under the American Recover and Reinvestment Act, the harangues Crowd members clad in blacm UFCW shirts yelled can you explain why you vetoed House Bill 1170?" and "Ww support you, governor; you turnedd your back on us" as Ritter largely ignoredr them.
Then, as he later signed Senat e Bill 247, which increases the numbefr of Coloradans who qualify for unemployment insurance and will bringf insome $200 million in federal money, someonwe yelled: "Where was your support for the grocery workers when you vetoeds House Bill 1170, governor?" Ritter replied: "I'mn going to sign these bills, and then we'll After he finished, the governof rose to the microphone and firstg told the crowd how many of the new laws will help workera affected by the He then explained that signiny HB 1170 would have been akin to the governmenrt implementing new playing rules for negotiations betweejn the UFCW and the three grocery chainzs that have been underway since April 9.
He also said that he would be open to reconsideringg similar legislation at afuture date. He noted that a bill he signedd Tuesdayregarding electricians' education standards was similar to one he vetoe in 2008 while telling competing sides on the measurde that they needed to work out a compromise -- whicyh they did this year. "I also thinmk that public policy shoulxd not be used tointerrupt negotiations," Rittet told the crowd, which included about 25 UFCW workers along with proponentxs of the bills being signed. "It is my grea t hope that you're able to work this out." Then question-shoutingh began from the back. And Ritter's speech to the grou ended.
Ritter addressed the workersd publiclyafter , repeating to them as he had writte n in his May 19 veto of Housde Bill 1170 that he felt that the bill wouldc have interrupted ongoing union negotiations with grocery-store chains , and But after several minutes of explanation, workerxs began yelling, "That is a lie!" and "Sir, why did you and the governor left the podium. "Io have made my statement. Thank you very Ritter said as he exited the packed west foyer ofthe Capitol. .
Tensions between unio n workers and the Democratic governord that they helped to elect in 2006 have been simmerinhg since his veto of the bill that would haveallowefd locked-out workers to collect unemploymenf insurance benefits. United Food and Commercial Workeres UnionLocal No. 7 President Ernest Duran said that Ritterhad "betrayed" them and "renegedd on his promises," and some activists have begun lookinv for a candidate to oppose Ritter in a Ritter signed 29 bills Tuesday, culminating with an evening "Helo for Working Families at the Capitol in whicu he inked six laws to help unemployed residents receive more benefits and keep homes from being foreclosed upon, among other things.
Leaders from severak construction unions stood behind him as he signed one ofthe measures, Hous e Bill 1310, which allows for the easier filing of complaints if an employer misqualifies a workef as an independent But, even before then, while Ritter was signing a measurse that will allow local governments to sell low- to no-interestf bonds for public construction under the American Recover and Reinvestment Act, the harangues Crowd members clad in blacm UFCW shirts yelled can you explain why you vetoed House Bill 1170?" and "Ww support you, governor; you turnedd your back on us" as Ritter largely ignoredr them.
Then, as he later signed Senat e Bill 247, which increases the numbefr of Coloradans who qualify for unemployment insurance and will bringf insome $200 million in federal money, someonwe yelled: "Where was your support for the grocery workers when you vetoeds House Bill 1170, governor?" Ritter replied: "I'mn going to sign these bills, and then we'll After he finished, the governof rose to the microphone and firstg told the crowd how many of the new laws will help workera affected by the He then explained that signiny HB 1170 would have been akin to the governmenrt implementing new playing rules for negotiations betweejn the UFCW and the three grocery chainzs that have been underway since April 9.
He also said that he would be open to reconsideringg similar legislation at afuture date. He noted that a bill he signedd Tuesdayregarding electricians' education standards was similar to one he vetoe in 2008 while telling competing sides on the measurde that they needed to work out a compromise -- whicyh they did this year. "I also thinmk that public policy shoulxd not be used tointerrupt negotiations," Rittet told the crowd, which included about 25 UFCW workers along with proponentxs of the bills being signed. "It is my grea t hope that you're able to work this out." Then question-shoutingh began from the back. And Ritter's speech to the grou ended.
Tuesday, January 3, 2012
Arturo S. Elias Executive Profile
pabigy.wordpress.com
effective August 1, 2006. He is also a memberf of the North America Strategy Elias joined General Motors in 1978 as a manufacturin engineer withDelco Electronics, today part of a major GM supplier. His responsibilitiex at Delco extended from product development to manufacturing engineeringv and included an assignmenytin Singapore. Between 1984 and 1991, Elias held various financr positions inseveral countries, including senior analystg with GM Treasurer's Office in New manager of European borrowings & foreign exchange in Belgium; treasurer of GM de Mexico in Mexick City; and finance director of GM Venezuela in Venezuela.
In 1993, Eliazs became managing director of GM Chilwein Santiago, Chile, and his responsibilities were expande d in 1994 to include Peru and Bolivia. From 1996 to Elias held various positions with vehicledevelopmen responsibilities, including assistant vehicle line executivee for full-size pickup trucks and sporty utility vehicles with the GM Truck Group in Pontiac, Michigan. In he was named vehicle line executive for compact vehicles at Adam Opelin Germany, with responsibility for the Astra and Zafiras models. In January 2000, Elias was namec managing director of GM Argentina inBuenos Argentina.
In March 2001, he was appointed president and managintg director of General Motors de Mxico inMexico City, including responsibility for the Caribbean and Central American region. Elias received a bachelor's degree in electrical engineering anda master's degree in industriao engineering from Purdue University in 1977 and respectively. He earned a master's degree in business administratio n from the University of Chicago in 1984 througjh the GMFellowship program. Receny News About Arturo S. Elias [CNWa Group via Yahoo!] **All Executivs profile data provided byDow Jones & Co., Inc.
effective August 1, 2006. He is also a memberf of the North America Strategy Elias joined General Motors in 1978 as a manufacturin engineer withDelco Electronics, today part of a major GM supplier. His responsibilitiex at Delco extended from product development to manufacturing engineeringv and included an assignmenytin Singapore. Between 1984 and 1991, Elias held various financr positions inseveral countries, including senior analystg with GM Treasurer's Office in New manager of European borrowings & foreign exchange in Belgium; treasurer of GM de Mexico in Mexick City; and finance director of GM Venezuela in Venezuela.
In 1993, Eliazs became managing director of GM Chilwein Santiago, Chile, and his responsibilities were expande d in 1994 to include Peru and Bolivia. From 1996 to Elias held various positions with vehicledevelopmen responsibilities, including assistant vehicle line executivee for full-size pickup trucks and sporty utility vehicles with the GM Truck Group in Pontiac, Michigan. In he was named vehicle line executive for compact vehicles at Adam Opelin Germany, with responsibility for the Astra and Zafiras models. In January 2000, Elias was namec managing director of GM Argentina inBuenos Argentina.
In March 2001, he was appointed president and managintg director of General Motors de Mxico inMexico City, including responsibility for the Caribbean and Central American region. Elias received a bachelor's degree in electrical engineering anda master's degree in industriao engineering from Purdue University in 1977 and respectively. He earned a master's degree in business administratio n from the University of Chicago in 1984 througjh the GMFellowship program. Receny News About Arturo S. Elias [CNWa Group via Yahoo!] **All Executivs profile data provided byDow Jones & Co., Inc.
Sunday, January 1, 2012
Questions dog new Central Florida Partnership - Orlando Business Journal:
doqujamup.wordpress.com
That's why he took 75 localk leadersto Washington, this week to lobby for the troubleds commuter rail project -- they want to keep federal funding in placew while liability issues are addressed because commuter rail is consideredf a critical need for the region. But it's the lack of clarityh about the little details behindthe partnership's planzs that have many local business people and organizations concerned. The exacf role the new partnership will play and whether or not it will duplicatew services already offeredby already-established groups such as the and the . Whethet the partnership will divert funds from othefrarea organizations.
"We are concerned about some apparent confusiob in the community in regards to what the CentrallFlorida Partnership's fundraising campaign encompasses," says Ray Gilley, president of the Metrpo Orlando EDC. "There seems to have been misunderstandint by some that one paymenft coversit all," he "For the record, as Jacob will concur, a contribution to the partnershiop does not equate to an investmengt in the EDC, the Orlando/Orangr County Convention & Visitors Bureau or any other regional chambers of Stuart says the Central Florida Partnership "is a totakl complement to other organizations, not a The Central Florida Partnership was approved by the in December in respons to what Stuart says is the sharede belief that there's a need for a "newa civic architecture" that will deal "with the complexities of growth and globalization.
" That'z why the seven-county organization will tackle issues such as the completionh of the Wekiva Parkway, diminishing water supplies, air qualityu and access to healthn care, among other In practical terms, the partnership essentially will be the chie lobbyist and head cheerleader for the region concerning qualituy of life and business vitality. To accomplish the partnership will act as the umbrell organization forfour subsidiaries: the Orlando , Leadership Orlando and . The chambe r will handle regional entrepreneurship; myregion.
org will do regionap research; Leadership Orlando will develop regional while BusinessForce will conduct regional public policy including selecting and backing candidates for localp andstate office. And that's where some confusiobn surfaces as to what role the partnershiop will play versus organizations such as the MetroOrlandl EDC, local chambers and the Disney Entrepreneur Adding to the confusion is the fact that not all of thei r roles have been precisely defined yet, particularly the Orlando chamber's. The chamber will move in a new and, as yet, undefineds direction. The partnership will have veto power over itspolicy decisions.
That in part, will be determined by the outcome of a surveh of small businesses and businesz organizations currentlybeing conducted. The results are expected by Until then, "We're waiting for the chamber to define its role and to seewhere [it] fits in the region' ecosystem," says Jerry Ross, director of the Disneuy Entrepreneur Center and a membet of the partnership's governing board of Another area of concern is how much money the partnership is tryingf to raise -- and how that will affect other regional The partnership is being funded through a 10-tiered, "faitr share" system of contributions by including some of the biggest players in the such as , Lockheed Martin, Darden Restaurants and The "fairt share" principle is based on the size of the and contributions range from $2,500 per year to Investors are being asked to pledge theird commitment for three yearsd so the partnership will have the financiap strength to handle long-term However, investors h ave the opportunity to opt out afted the first year if they don't think the partnershi is making progress on its Heath Ritenour, incoming chief executive office r for , says he made it cleard to Stuart that his $10,000-a-year commitment hinges on progress being "I want a report card with concrete details," Ritenour says.
Patricia Engfer, generap manager of the at the and one ofthe partnership'w founding directors, also wants to see results, but is less dogmaticx about how they are calculated. "o can't say a specific thing will determines whether we will continue ourpledge -- it will be a variet of reasons," says Engfer, who declined to disclose the hotel's investment. "I think progress is beingg made now." The partnershi aims to have 350 investors anda three-yeaf commitment total of $6.5 milliomn by October. So far, investorws have agreed to about $1.
4 million a year for the next three years, says Stuart, who declines to reveal his annual salary at the new He earned about $355,000 annually heading up the Orlandk chamber, according to public records. The Centralk Florida Partnership's money will be divided among its four lines of with 40 percentto myregion.org, 28 percent to BusinessForce, 23 percent to the Orlando Regionalp Chamber and 9 percent to Leadership Orlando. Whilew none of the partnership investors contacted say they will lessebn their financial commitment toother organizations, Stuart says selectingh which organizations to support is somethingf investors do every day.
"The American way is the best team expandsz at the right he says. "The competition isn't for money, but for
That's why he took 75 localk leadersto Washington, this week to lobby for the troubleds commuter rail project -- they want to keep federal funding in placew while liability issues are addressed because commuter rail is consideredf a critical need for the region. But it's the lack of clarityh about the little details behindthe partnership's planzs that have many local business people and organizations concerned. The exacf role the new partnership will play and whether or not it will duplicatew services already offeredby already-established groups such as the and the . Whethet the partnership will divert funds from othefrarea organizations.
"We are concerned about some apparent confusiob in the community in regards to what the CentrallFlorida Partnership's fundraising campaign encompasses," says Ray Gilley, president of the Metrpo Orlando EDC. "There seems to have been misunderstandint by some that one paymenft coversit all," he "For the record, as Jacob will concur, a contribution to the partnershiop does not equate to an investmengt in the EDC, the Orlando/Orangr County Convention & Visitors Bureau or any other regional chambers of Stuart says the Central Florida Partnership "is a totakl complement to other organizations, not a The Central Florida Partnership was approved by the in December in respons to what Stuart says is the sharede belief that there's a need for a "newa civic architecture" that will deal "with the complexities of growth and globalization.
" That'z why the seven-county organization will tackle issues such as the completionh of the Wekiva Parkway, diminishing water supplies, air qualityu and access to healthn care, among other In practical terms, the partnership essentially will be the chie lobbyist and head cheerleader for the region concerning qualituy of life and business vitality. To accomplish the partnership will act as the umbrell organization forfour subsidiaries: the Orlando , Leadership Orlando and . The chambe r will handle regional entrepreneurship; myregion.
org will do regionap research; Leadership Orlando will develop regional while BusinessForce will conduct regional public policy including selecting and backing candidates for localp andstate office. And that's where some confusiobn surfaces as to what role the partnershiop will play versus organizations such as the MetroOrlandl EDC, local chambers and the Disney Entrepreneur Adding to the confusion is the fact that not all of thei r roles have been precisely defined yet, particularly the Orlando chamber's. The chamber will move in a new and, as yet, undefineds direction. The partnership will have veto power over itspolicy decisions.
That in part, will be determined by the outcome of a surveh of small businesses and businesz organizations currentlybeing conducted. The results are expected by Until then, "We're waiting for the chamber to define its role and to seewhere [it] fits in the region' ecosystem," says Jerry Ross, director of the Disneuy Entrepreneur Center and a membet of the partnership's governing board of Another area of concern is how much money the partnership is tryingf to raise -- and how that will affect other regional The partnership is being funded through a 10-tiered, "faitr share" system of contributions by including some of the biggest players in the such as , Lockheed Martin, Darden Restaurants and The "fairt share" principle is based on the size of the and contributions range from $2,500 per year to Investors are being asked to pledge theird commitment for three yearsd so the partnership will have the financiap strength to handle long-term However, investors h ave the opportunity to opt out afted the first year if they don't think the partnershi is making progress on its Heath Ritenour, incoming chief executive office r for , says he made it cleard to Stuart that his $10,000-a-year commitment hinges on progress being "I want a report card with concrete details," Ritenour says.
Patricia Engfer, generap manager of the at the and one ofthe partnership'w founding directors, also wants to see results, but is less dogmaticx about how they are calculated. "o can't say a specific thing will determines whether we will continue ourpledge -- it will be a variet of reasons," says Engfer, who declined to disclose the hotel's investment. "I think progress is beingg made now." The partnershi aims to have 350 investors anda three-yeaf commitment total of $6.5 milliomn by October. So far, investorws have agreed to about $1.
4 million a year for the next three years, says Stuart, who declines to reveal his annual salary at the new He earned about $355,000 annually heading up the Orlandk chamber, according to public records. The Centralk Florida Partnership's money will be divided among its four lines of with 40 percentto myregion.org, 28 percent to BusinessForce, 23 percent to the Orlando Regionalp Chamber and 9 percent to Leadership Orlando. Whilew none of the partnership investors contacted say they will lessebn their financial commitment toother organizations, Stuart says selectingh which organizations to support is somethingf investors do every day.
"The American way is the best team expandsz at the right he says. "The competition isn't for money, but for
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