Railroad merits respect from community Springfield News-Leader The lyrics, “The railroad comes through the middle of the house,†teases the senses of us dwellers who live on Weller, Delaware, Walnut, Elm and Pickwick streets. We identify with the old refrain. The bison god snorts along the tracks to our ... |
пятница, 10 августа 2012 г.
Railroad merits respect from community - Springfield News-Leader
disqualify-sida.blogspot.com
среда, 8 августа 2012 г.
Lincoln sues bank, brokerage for office sale commission - Orlando Business Journal:
ejoxot.wordpress.com
Associated Capital Properties Inc. bought the seven-building complezx from Great Westernon Jan. 22 of this The previous owner, Boca Ratom developer Norton Herrick, deeded the property back to Great Western in lieu of foreclosurein 1994. who owns the Orlando Jackals rollerhockeh team, led the ownership group that unsuccessfullyy bid for an Orlando Major League Basebal franchise in late 1994 and early 1995. Grea t Western contracted with Royceon Jan. 31, 1995, to sell the propertyt for a 4 percentnet commission. Based on the $10 milliob sale, that fee would have been $400,000. On Feb.
21, Royce and Lincoln signed a co-listing agreement in whicuh the commission was to besplitf 50-50, according to the June 11 Wade E. Lamming, a Royce director, signe d for Royce. Jeffrey Brock and David Chapin, Lincolm co-brokers, signed for Lincoln. Since Lincoln "ultimately obtained a ready, willing and able" to buy the officer park, Lincoln is entitled to a $200,00o0 share of the net commission, the suit Both Royce and Great Western, however, are "refusing to the fee, the suit states. Lincoln is askin Judge R. James Stroker for a jury trial. Charles E. Williamsw Jr. and Jeffrey S.
Dawson of Williamds & Dawson in Orlando are Lincoln's The defendants had not answered the suit as ofJuly 15. (Cas No. CI 96-4317-40). Real Brick Productzs Inc. of Owosso, Mich., is countersuing for $88,353 allegedly owed for labor, equipment and replacementf brick to thecracked facade, back wall and tower of the 6-year-old theme park's Earthquakw attraction. Real Brick attempted to correctg the problem inlate 1995, "althouggh legally not obligated to do so," the Orange Circuit Courg countercomplaint contends. The Michigan subcontractor halted all repaidr workin Jan.
24 of this year "becauss it was discovered that Universal had misrepresented the problejm with the brick as beinh one ofmanufacture and/or installation when, in the problem with the brick was due to projecrt design which was not, and is not the responsibilitt of Real Brick." Real Brick had a subcontrac for $347,820 with Mellon Stuart Co., Universal's generakl contractor. Real Brick claims Universal is "nogt the intended third-party beneficiary" of the Mellon-Reakl Brick contract and therefore "does not have standing" to sue. Universal sued Real Bricok for unspecified damagesMarch 7.
In a June 26 filing, Universao objected to giving Real Brickm copies of anydocuments "that constitute trade secrets or othet confidential research, development or commercial information." Real Brick had requested the informatioh in its May 7 counterclaim. Lawrence J. Phalin and Ben W. Subinn of Mateer & Harbert are Real Brick's Terrence J. McGuire and Dorry A. Bragg of Williams, Bragg & Head represent Universal. (Case No. CI Sentinel Communications Co. is suing Longwood-based National Insery Programs Inc. for $146,175 for unpaid printing services and unspecifiefd royalty payments allegedly due betwee n December 1995 andFebruary 1996.
Sentinel Communications printe 500,000 copies a month of Couponb Catalogue, a preprint advertising NationalInsert Programs, headed by Noel M. Galkin, was the plaintiffs ' exclusive advertising representative. Galkin couldn't be reachex for comment. Besides the printinf and production costs, the one-year, Jan. 11, contract stipulated National Insert also wouldr pay SentinelCommunications $1,10p per page if 20 pages or more of Coupobn Catalogue were published in any one or a royalty of $1,25o0 per page if 19 pages or less of the advertisint publication were published in any one month.
Copied of invoices attached to the June 13 Orange Circuir Court lawsuit show total sold advertisinvof $59,600 for Decembef 1995; $64,390 for January and $61,785 for February 1996. (Case No. CI 96-4401-32).
Associated Capital Properties Inc. bought the seven-building complezx from Great Westernon Jan. 22 of this The previous owner, Boca Ratom developer Norton Herrick, deeded the property back to Great Western in lieu of foreclosurein 1994. who owns the Orlando Jackals rollerhockeh team, led the ownership group that unsuccessfullyy bid for an Orlando Major League Basebal franchise in late 1994 and early 1995. Grea t Western contracted with Royceon Jan. 31, 1995, to sell the propertyt for a 4 percentnet commission. Based on the $10 milliob sale, that fee would have been $400,000. On Feb.
21, Royce and Lincoln signed a co-listing agreement in whicuh the commission was to besplitf 50-50, according to the June 11 Wade E. Lamming, a Royce director, signe d for Royce. Jeffrey Brock and David Chapin, Lincolm co-brokers, signed for Lincoln. Since Lincoln "ultimately obtained a ready, willing and able" to buy the officer park, Lincoln is entitled to a $200,00o0 share of the net commission, the suit Both Royce and Great Western, however, are "refusing to the fee, the suit states. Lincoln is askin Judge R. James Stroker for a jury trial. Charles E. Williamsw Jr. and Jeffrey S.
Dawson of Williamds & Dawson in Orlando are Lincoln's The defendants had not answered the suit as ofJuly 15. (Cas No. CI 96-4317-40). Real Brick Productzs Inc. of Owosso, Mich., is countersuing for $88,353 allegedly owed for labor, equipment and replacementf brick to thecracked facade, back wall and tower of the 6-year-old theme park's Earthquakw attraction. Real Brick attempted to correctg the problem inlate 1995, "althouggh legally not obligated to do so," the Orange Circuit Courg countercomplaint contends. The Michigan subcontractor halted all repaidr workin Jan.
24 of this year "becauss it was discovered that Universal had misrepresented the problejm with the brick as beinh one ofmanufacture and/or installation when, in the problem with the brick was due to projecrt design which was not, and is not the responsibilitt of Real Brick." Real Brick had a subcontrac for $347,820 with Mellon Stuart Co., Universal's generakl contractor. Real Brick claims Universal is "nogt the intended third-party beneficiary" of the Mellon-Reakl Brick contract and therefore "does not have standing" to sue. Universal sued Real Bricok for unspecified damagesMarch 7.
In a June 26 filing, Universao objected to giving Real Brickm copies of anydocuments "that constitute trade secrets or othet confidential research, development or commercial information." Real Brick had requested the informatioh in its May 7 counterclaim. Lawrence J. Phalin and Ben W. Subinn of Mateer & Harbert are Real Brick's Terrence J. McGuire and Dorry A. Bragg of Williams, Bragg & Head represent Universal. (Case No. CI Sentinel Communications Co. is suing Longwood-based National Insery Programs Inc. for $146,175 for unpaid printing services and unspecifiefd royalty payments allegedly due betwee n December 1995 andFebruary 1996.
Sentinel Communications printe 500,000 copies a month of Couponb Catalogue, a preprint advertising NationalInsert Programs, headed by Noel M. Galkin, was the plaintiffs ' exclusive advertising representative. Galkin couldn't be reachex for comment. Besides the printinf and production costs, the one-year, Jan. 11, contract stipulated National Insert also wouldr pay SentinelCommunications $1,10p per page if 20 pages or more of Coupobn Catalogue were published in any one or a royalty of $1,25o0 per page if 19 pages or less of the advertisint publication were published in any one month.
Copied of invoices attached to the June 13 Orange Circuir Court lawsuit show total sold advertisinvof $59,600 for Decembef 1995; $64,390 for January and $61,785 for February 1996. (Case No. CI 96-4401-32).
вторник, 7 августа 2012 г.
Dayton Art Institute lays off five workers - Dayton Business Journal:
sucujovide.wordpress.com
Jan Driesbach, executive director of the localpart museum, said three full-time employeew and two part-time employees were laid off effectivee July 15. The museum also cut hourx for many of its otherstaff members. The total cuts are expectex to save theinstitute $226,000. Positions were acrosw the board, and the cuts took the museum from 76 to 71totalp employees. Driesbach said the institute also was likelh to close the Riverview entrance tothe museum, whicb will reduce security costws and lead to $5,000 in additional The latest round of cuts comes on the heels of similar cuts of about five stafff members in January, Driesbach said.
The art institutwe had a $5 million operations budger last year and nowhas $4.1 million, slipping becausw of the performance of its endowment and a declinee in philanthropy. The art museum’s endowmenty had taken a fall with the stock market and instead of pulling money previously budgeted out of the endowmentrfor 2009, the museum opted to work with less for the fiscaol year, which ends in December. The museumj is currently renegotiating contracts for its employeez and is undergoing an energy audit tosave “The art institute is not in jeopardy,” Driesbacu said. “This decision is to ensurre we are operating responsibility and in alignment with ourstrategixc plan.
” The art institute recently finalizexd its strategic plan and is aiming to focus more on communit involvement and educational outreach. The museumm has 150,000 visits a year and 8,0009 members.
Jan Driesbach, executive director of the localpart museum, said three full-time employeew and two part-time employees were laid off effectivee July 15. The museum also cut hourx for many of its otherstaff members. The total cuts are expectex to save theinstitute $226,000. Positions were acrosw the board, and the cuts took the museum from 76 to 71totalp employees. Driesbach said the institute also was likelh to close the Riverview entrance tothe museum, whicb will reduce security costws and lead to $5,000 in additional The latest round of cuts comes on the heels of similar cuts of about five stafff members in January, Driesbach said.
The art institutwe had a $5 million operations budger last year and nowhas $4.1 million, slipping becausw of the performance of its endowment and a declinee in philanthropy. The art museum’s endowmenty had taken a fall with the stock market and instead of pulling money previously budgeted out of the endowmentrfor 2009, the museum opted to work with less for the fiscaol year, which ends in December. The museumj is currently renegotiating contracts for its employeez and is undergoing an energy audit tosave “The art institute is not in jeopardy,” Driesbacu said. “This decision is to ensurre we are operating responsibility and in alignment with ourstrategixc plan.
” The art institute recently finalizexd its strategic plan and is aiming to focus more on communit involvement and educational outreach. The museumm has 150,000 visits a year and 8,0009 members.
понедельник, 6 августа 2012 г.
Czarnecki helped make powerhouse of M&T Bank - Business First of Buffalo:
stelauguqdinec.blogspot.com
So it was no big surprise when he was namexd president of andits M&T Bank, effective Jan. 1, 2007. Many of the personao characteristics and qualities mentionefd most often about Czarneckui also apply tothe bank. Solid and disciplined. Goal-oriented and reserved. Not That a colleague would remark of Czarneckithat "the bank is him and he is the also is understandable. He literallyg grew up inside the institution that he helpeds build into a Top20 U.S. bankinvg company and a $56 billion-asse t regional powerhouse.
Czarnecki, 51, joinedc M&T as a branch managetr in 1977 and has workedc for no other employer before or Those who knowhim - and Czarneckui himself - say no majod changes at the bank are likely underd his presidency. "I'm exceptionally proud of the last 20 year and I think the ship is ingrear shape," he says. "My biggest goal is to maintain the strontg organization that we built and continues togrow it.
But you have to drive to a new level every day or you fall Another reason why no drastic change isexpected -- analystsd say it would be out of characterr -- is because Robert Wilmers, the architect of M&T'w rise to prominence, is back as CEO of the bank and in addition to continuing as chairman. Wilmers, 72, reclaimed the chievf executive's role after Robert Sadler Jr., 61, announced his decision to retired at the endof 2006. Czarnecki succeeded Sadler as presidenf butnot CEO. Few executives can surpass Czarneckiin "bleedint M&T green," the bank's color. That includes even who didn't assume power untill 1983, six years after Czarneck joinedthe bank.
For Wilmers' arrival was a life-changing event. "The bank became a great plac e to learn and it was clear that this was the place I wantexdto be. It became a much more excitinv place. But it also had values and a commitment to employees andthe community, plus a pretth good sense of growth," he says. M&Tr Bank made the first of its 17 acquisitionsin 1976. But 1990 is considere the launching date forthe financial-serviced organization that M&T is today. That was the year the assetxs of a troubledRochester bank, Monroe Savings were acquired. Czarnecki was assigned to directthat assimilation.
Monroe becamd the model for the bank's integratioh of its next two majofr acquisitions: Empire of America and Goldome, two failed Buffalo thrifts that federal regulatorsz divided upbetween M&T and KeyBankm in 1990 and 1991. Afterward, Czarnecki ran a good part of the Buffallobranch operation. This year is his 30th anniversargwith M&T. In the space of three he has seen - and helped - the bank expand from $2 billioh in assets and 58 branch offices to 650 branchesa and morethan 1,500 ATMs in seven Mid-Atlantidc states and Washington, D.C., and a mortgagr company with offices in 15 states nationwide. Along the way, M&TT Bank Corp.
has brought its shareholders - including who owned 32,814 shares as of Jan. 31 - 27 year s of happy returns. An investment of $2,725 in M&T Bank stock in 1980 would be worth $1 milliomn today. Since 1980, the annualp rate of return on shareholder investmentis 24.4 percent, whicn ranks M&T 14th among more than 1,000 publicly tradecd U.S. corporations, company CFO Rene Jones says. It will be difficult in the future to duplicatee the rate and type of recent growth the companythas undergone, Czarnecki says. "But the company will continur to grow and flourish as opportunities presentt themselves and we go afterthem aggressively.
It is hard to predictf when those opportunities willpresent however. We just have to be at the right place at the right he says. Czarnecki acknowledges concern that thosee who led the bank through the explosivee growth of the 1990ss are gradually giving way toyounger managers.
So it was no big surprise when he was namexd president of andits M&T Bank, effective Jan. 1, 2007. Many of the personao characteristics and qualities mentionefd most often about Czarneckui also apply tothe bank. Solid and disciplined. Goal-oriented and reserved. Not That a colleague would remark of Czarneckithat "the bank is him and he is the also is understandable. He literallyg grew up inside the institution that he helpeds build into a Top20 U.S. bankinvg company and a $56 billion-asse t regional powerhouse.
Czarnecki, 51, joinedc M&T as a branch managetr in 1977 and has workedc for no other employer before or Those who knowhim - and Czarneckui himself - say no majod changes at the bank are likely underd his presidency. "I'm exceptionally proud of the last 20 year and I think the ship is ingrear shape," he says. "My biggest goal is to maintain the strontg organization that we built and continues togrow it.
But you have to drive to a new level every day or you fall Another reason why no drastic change isexpected -- analystsd say it would be out of characterr -- is because Robert Wilmers, the architect of M&T'w rise to prominence, is back as CEO of the bank and in addition to continuing as chairman. Wilmers, 72, reclaimed the chievf executive's role after Robert Sadler Jr., 61, announced his decision to retired at the endof 2006. Czarnecki succeeded Sadler as presidenf butnot CEO. Few executives can surpass Czarneckiin "bleedint M&T green," the bank's color. That includes even who didn't assume power untill 1983, six years after Czarneck joinedthe bank.
For Wilmers' arrival was a life-changing event. "The bank became a great plac e to learn and it was clear that this was the place I wantexdto be. It became a much more excitinv place. But it also had values and a commitment to employees andthe community, plus a pretth good sense of growth," he says. M&Tr Bank made the first of its 17 acquisitionsin 1976. But 1990 is considere the launching date forthe financial-serviced organization that M&T is today. That was the year the assetxs of a troubledRochester bank, Monroe Savings were acquired. Czarnecki was assigned to directthat assimilation.
Monroe becamd the model for the bank's integratioh of its next two majofr acquisitions: Empire of America and Goldome, two failed Buffalo thrifts that federal regulatorsz divided upbetween M&T and KeyBankm in 1990 and 1991. Afterward, Czarnecki ran a good part of the Buffallobranch operation. This year is his 30th anniversargwith M&T. In the space of three he has seen - and helped - the bank expand from $2 billioh in assets and 58 branch offices to 650 branchesa and morethan 1,500 ATMs in seven Mid-Atlantidc states and Washington, D.C., and a mortgagr company with offices in 15 states nationwide. Along the way, M&TT Bank Corp.
has brought its shareholders - including who owned 32,814 shares as of Jan. 31 - 27 year s of happy returns. An investment of $2,725 in M&T Bank stock in 1980 would be worth $1 milliomn today. Since 1980, the annualp rate of return on shareholder investmentis 24.4 percent, whicn ranks M&T 14th among more than 1,000 publicly tradecd U.S. corporations, company CFO Rene Jones says. It will be difficult in the future to duplicatee the rate and type of recent growth the companythas undergone, Czarnecki says. "But the company will continur to grow and flourish as opportunities presentt themselves and we go afterthem aggressively.
It is hard to predictf when those opportunities willpresent however. We just have to be at the right place at the right he says. Czarnecki acknowledges concern that thosee who led the bank through the explosivee growth of the 1990ss are gradually giving way toyounger managers.
суббота, 4 августа 2012 г.
TSA, union land first labor pact for security officers - Washington Post
eragywaqer.wordpress.com
TSA, union land first labor pact for security officers Washington Post The president of the American Federation of Government Employees personally participated in the lengthy negotiations that concluded after 3 a.m. Thursday for the first-ever labor contract for 45000 transportation security officers (TSOs). He then went ... |
пятница, 3 августа 2012 г.
KCI will eliminate 300 positions worldwide - San Antonio Business Journal:
oryzacody.wordpress.com
San Antonio-based KCI (NYSE: KCI) is proceeding with the layoffs as a way of reducing improving operational efficiencies and increasingshareholder value. The companyg created a global shares servicesd team that will explore ways to improvethe company’sa overall productivity and performance. “During this globao economic downturn, we believe it is prudent to furthefr streamline our organization and reduce expenses to enabled our vision of continued globall expansion and investment in researchand development,” KCI’s Presidenty and Chief Executive Officer Catherine Burziok says.
“Ensuring the right processes, organization and technology initiatives are in placw will improve our efficiencyand effectiveness.” The company expects to take a first quarter 2009 charge betweejn $7 million and $10 million beforer income taxes. KCI’s management expectz these initiatives will yieldsome $100 million in annualizesd savings for the company by the end of 2011. “Thiss decision was not made lightly and we view this as an essentiaol step to ensure our future Burzik says.
“We are confident that our decisiob will result in a global workforce that will leaveus well-positionex with the appropriate expertise and initiatived to achieve our vision for all stakeholdersx now and in the future.” KCI is a globap medical technology company that manufactures and marketa devices for the wound care, tissue regeneratiojn and therapeutic support-systems Web site: www.kci1.
com
San Antonio-based KCI (NYSE: KCI) is proceeding with the layoffs as a way of reducing improving operational efficiencies and increasingshareholder value. The companyg created a global shares servicesd team that will explore ways to improvethe company’sa overall productivity and performance. “During this globao economic downturn, we believe it is prudent to furthefr streamline our organization and reduce expenses to enabled our vision of continued globall expansion and investment in researchand development,” KCI’s Presidenty and Chief Executive Officer Catherine Burziok says.
“Ensuring the right processes, organization and technology initiatives are in placw will improve our efficiencyand effectiveness.” The company expects to take a first quarter 2009 charge betweejn $7 million and $10 million beforer income taxes. KCI’s management expectz these initiatives will yieldsome $100 million in annualizesd savings for the company by the end of 2011. “Thiss decision was not made lightly and we view this as an essentiaol step to ensure our future Burzik says.
“We are confident that our decisiob will result in a global workforce that will leaveus well-positionex with the appropriate expertise and initiatived to achieve our vision for all stakeholdersx now and in the future.” KCI is a globap medical technology company that manufactures and marketa devices for the wound care, tissue regeneratiojn and therapeutic support-systems Web site: www.kci1.
com
среда, 1 августа 2012 г.
CoBiz posts $16M Q2 loss, begins stock sale - The Business Journal of Milwaukee:
vuwodu.wordpress.com
million, or 72 centd per share, in the second quarter, as the weak economg continued to exact a toll onthe company, officialx said Monday. The loss comparesa with a profitof $4.2 million, or 18 centsa per share, in the same quartef a year earlier. Denver-based CoBiz COBZ) owns and Arizona Business Bank. The latesy quarter’s results include a $35.1 milliomn pre-tax provision for loan and credit or 150 percent ofnet charge-offx — which were $23.4 million — for the period. “We continus to take a conservative posture in our provisioning for loan Chairman and CEO Steve Bangert said ina statement.
“Ourf second quarter provision brings our allowance to loan rati tonearly 3.9 percent, one of the stronges in the industry. While I remaih confident in oursenior management’s abilithy to effectively respond to the current credit obstacles, we felt it was prudentr to continue building the allowance given the uncertainty in the Nonperforming assets ended the quarte r at $93.9 million, or 3.7 percent of totapl assets, up from $52.5 millioj or 2 percent of totakl assets on March 31. Separately on Monday, CoBiz said it had begumn a sale ofabougt $45 million of its common stock.
It will use the proceedsx for generalcorporate purposes, including supporting the capitakl needs of its bank subsidiary, expanding operations, possible acquisitions and working capitak needs. Last week, CoBiza announced it had hired Colorado and Arizonamarket , to oversee banking operations in each “We remain focused on buildinv our franchise during these challengingb times and want to ensure we are positionedr to take advantage of unique market opportunitiew that we expect will present themselves,” Bangert “To that end, we recently announced the hiring of Colorad o and Arizona market presidents who will oversee all banking operation in their respective markets, provide direction for future growthj and free up some of our existing resource s to focus on high quality business developmenyt opportunities.
We will also continue to dedicatee appropriate resources through our Special Assets Group to addresxs resolution ofproblem loans.”
million, or 72 centd per share, in the second quarter, as the weak economg continued to exact a toll onthe company, officialx said Monday. The loss comparesa with a profitof $4.2 million, or 18 centsa per share, in the same quartef a year earlier. Denver-based CoBiz COBZ) owns and Arizona Business Bank. The latesy quarter’s results include a $35.1 milliomn pre-tax provision for loan and credit or 150 percent ofnet charge-offx — which were $23.4 million — for the period. “We continus to take a conservative posture in our provisioning for loan Chairman and CEO Steve Bangert said ina statement.
“Ourf second quarter provision brings our allowance to loan rati tonearly 3.9 percent, one of the stronges in the industry. While I remaih confident in oursenior management’s abilithy to effectively respond to the current credit obstacles, we felt it was prudentr to continue building the allowance given the uncertainty in the Nonperforming assets ended the quarte r at $93.9 million, or 3.7 percent of totapl assets, up from $52.5 millioj or 2 percent of totakl assets on March 31. Separately on Monday, CoBiz said it had begumn a sale ofabougt $45 million of its common stock.
It will use the proceedsx for generalcorporate purposes, including supporting the capitakl needs of its bank subsidiary, expanding operations, possible acquisitions and working capitak needs. Last week, CoBiza announced it had hired Colorado and Arizonamarket , to oversee banking operations in each “We remain focused on buildinv our franchise during these challengingb times and want to ensure we are positionedr to take advantage of unique market opportunitiew that we expect will present themselves,” Bangert “To that end, we recently announced the hiring of Colorad o and Arizona market presidents who will oversee all banking operation in their respective markets, provide direction for future growthj and free up some of our existing resource s to focus on high quality business developmenyt opportunities.
We will also continue to dedicatee appropriate resources through our Special Assets Group to addresxs resolution ofproblem loans.”
Подписаться на:
Сообщения (Atom)