Wild-rice study might aid sulfate regulation Post-Bulletin "Sulfate is a natural chemical commonly found in air, soil and water," according to the MPCA. "It can be found at varying concentrations in discharges from permitted facilities such as mining operations, wastewater treatment plants and other industrial ... |
Sunday, September 30, 2012
Wild-rice study might aid sulfate regulation - Post-Bulletin
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Saturday, September 29, 2012
Villa Rica-based Community Bank of West Georgia fails - Boston Business Journal:
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No bidder was found for Communitgy Bank’s operations — one branch in the Atlant suburb — and the bank will be shuttered. The will mail depositords checks for their insured funds next according to a release from the Georgiaa Department of Bankingand Finance. Until then, depositorsa will not have access to their money via checks orthe bank’s Web site. As of first quartedr 2009, the bank had $182.5 million in total The FDIC estimates $1.1 millionb in customer depositsare uninsured. Currently the FDIC guarantees upto $250,000 in deposits per account.
Blairsville-basef will act as the deposit agent for any federak funds customers would normally receive from the bank via direct including Social Securityand Veterans’ This is the second seizure without a buyef in Georgia since the banking collapse. was . Stockbridge-based bank faile d in March 2009, and served as the deposirt agent for federal money for customersw inthat deal. Community Bank, like a growinb catalog of failed Georgia gambled heavily on residentiao realestate loans, and lost. The bank was createds at the beginnings of the home buying andconstructiob boom, in 2003.
As of first quarter 2009, roughlyh one-third of the bank’s $129 million in total loan s were in some stageof delinquency, defaulty or had become bank-owned foreclosures. By the time of the bank’ds seizure, it had $27 milliom in foreclosed real estate onits $11 million in loans that appeared unlikelyu to be repaid and only $7.3 millionh in equity capital to absorb The bank’s Texas Ratii — or a comparison of its loan problems to its equityy capital, an industry metric createde during the S&L Crisis to measure health throughout Texas — was 294 percent at the end of firstg quarter 2009.
Most of the baker’s dozebn bank failures in Atlanta had Texas Ratios in excesd of300 percent, and is becoming a common indicator of banksd likely to be seized by regulators. The failure is expected to costthe FDIC’w hard hit insurance fund $81 Developing...
No bidder was found for Communitgy Bank’s operations — one branch in the Atlant suburb — and the bank will be shuttered. The will mail depositords checks for their insured funds next according to a release from the Georgiaa Department of Bankingand Finance. Until then, depositorsa will not have access to their money via checks orthe bank’s Web site. As of first quartedr 2009, the bank had $182.5 million in total The FDIC estimates $1.1 millionb in customer depositsare uninsured. Currently the FDIC guarantees upto $250,000 in deposits per account.
Blairsville-basef will act as the deposit agent for any federak funds customers would normally receive from the bank via direct including Social Securityand Veterans’ This is the second seizure without a buyef in Georgia since the banking collapse. was . Stockbridge-based bank faile d in March 2009, and served as the deposirt agent for federal money for customersw inthat deal. Community Bank, like a growinb catalog of failed Georgia gambled heavily on residentiao realestate loans, and lost. The bank was createds at the beginnings of the home buying andconstructiob boom, in 2003.
As of first quarter 2009, roughlyh one-third of the bank’s $129 million in total loan s were in some stageof delinquency, defaulty or had become bank-owned foreclosures. By the time of the bank’ds seizure, it had $27 milliom in foreclosed real estate onits $11 million in loans that appeared unlikelyu to be repaid and only $7.3 millionh in equity capital to absorb The bank’s Texas Ratii — or a comparison of its loan problems to its equityy capital, an industry metric createde during the S&L Crisis to measure health throughout Texas — was 294 percent at the end of firstg quarter 2009.
Most of the baker’s dozebn bank failures in Atlanta had Texas Ratios in excesd of300 percent, and is becoming a common indicator of banksd likely to be seized by regulators. The failure is expected to costthe FDIC’w hard hit insurance fund $81 Developing...
Friday, September 28, 2012
This Bauer bankruptcy traces back to Spiegel events - Washington Business Journal:
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In 2003, , which had owned Eddie Baued since 1988, filed for bankruptcy protection. And as part of the the company famous forits women’s wear catalog gave its creditors its stake in Eddie Bauer. So, in Eddie Bauer emerged as a stand-alons company for the first time in 34 The company also emerged witha $300 millionm senior secured term loan agreement with lendersd and the task of rebuildinv a brand that had drifted away from the company’s Under Spiegel, grew rapidly, from 58 to 399 retail store and from three to 102 The company also added internet sales.
But it also was a time when the Eddies Bauer brand lostits focus, as the company shifteed from its heritage as an outdoor outfitter to a selledr of casual clothes targeter primarily at women. Company executives have said the debt termas from the Spiegel bankruptcgy case have continued to hampedr efforts to turn things around atEddide Bauer. Despite efforts to recapture some of the old Eddie Bauer has not been able to establishy a sustainable run ofprofitable quarters. The compan racked up nine consecutive quartersof loses, and has seen losses of nearlg a half-billion dollars in the past threr years.
The struggle becamde a financial crisis as the recession has worsened and consumersx haveslowed spending.
In 2003, , which had owned Eddie Baued since 1988, filed for bankruptcy protection. And as part of the the company famous forits women’s wear catalog gave its creditors its stake in Eddie Bauer. So, in Eddie Bauer emerged as a stand-alons company for the first time in 34 The company also emerged witha $300 millionm senior secured term loan agreement with lendersd and the task of rebuildinv a brand that had drifted away from the company’s Under Spiegel, grew rapidly, from 58 to 399 retail store and from three to 102 The company also added internet sales.
But it also was a time when the Eddies Bauer brand lostits focus, as the company shifteed from its heritage as an outdoor outfitter to a selledr of casual clothes targeter primarily at women. Company executives have said the debt termas from the Spiegel bankruptcgy case have continued to hampedr efforts to turn things around atEddide Bauer. Despite efforts to recapture some of the old Eddie Bauer has not been able to establishy a sustainable run ofprofitable quarters. The compan racked up nine consecutive quartersof loses, and has seen losses of nearlg a half-billion dollars in the past threr years.
The struggle becamde a financial crisis as the recession has worsened and consumersx haveslowed spending.
Wednesday, September 26, 2012
Chic bar takes place of Chinatown dive - Triangle Business Journal:
tatyanagepoji.blogspot.com
SoHo will open at 80 S. Pauahi Street in a renovate 5,500 square-foot space that will include a bar and an area for live The PauahiStreet location, between Betheol Street and Fort Streeft Mall and near , was occupied by Mall Cafe untiol April. That bar had been citefd by the Honolulu Liquot Commission in recent months for unsanitary conditions and foroverserving alcohol. The commission also received a petition from community membere opposing the renewal ofMall Cafe’s license because of alleged drug dealing and frequeng fights. Mall Cafe’s former Saiming Corp.
, had been trying to transfe its liquor license tothe landlord, Union Mill SoHo owner Daniel Gray, former general manager of the Loft Gallery and Lounge on Hoteo Street, said he was approached by Unionj Mill Investment to open a new venue in the Gray plans to open part of the lounge — 3,0009 square feet — for this month’s First Fridag event downtown, and open the remaining space in August. Gray describezs the new venue as a mixof music, fashion and photography in a trendh and upscale setting. The SoHo name stems from the New York City neighborhoor and a blend of and “Honolulu”.
SoHo will open at 80 S. Pauahi Street in a renovate 5,500 square-foot space that will include a bar and an area for live The PauahiStreet location, between Betheol Street and Fort Streeft Mall and near , was occupied by Mall Cafe untiol April. That bar had been citefd by the Honolulu Liquot Commission in recent months for unsanitary conditions and foroverserving alcohol. The commission also received a petition from community membere opposing the renewal ofMall Cafe’s license because of alleged drug dealing and frequeng fights. Mall Cafe’s former Saiming Corp.
, had been trying to transfe its liquor license tothe landlord, Union Mill SoHo owner Daniel Gray, former general manager of the Loft Gallery and Lounge on Hoteo Street, said he was approached by Unionj Mill Investment to open a new venue in the Gray plans to open part of the lounge — 3,0009 square feet — for this month’s First Fridag event downtown, and open the remaining space in August. Gray describezs the new venue as a mixof music, fashion and photography in a trendh and upscale setting. The SoHo name stems from the New York City neighborhoor and a blend of and “Honolulu”.
Tuesday, September 25, 2012
From granola bars to networking, firms trying new ways - Jacksonville Business Journal:
ejoxot.wordpress.com
The following are samples of responsez to a BusinessJournal e-maipl survey asking, “What are some of the more creative ways that you have used to change your business in the current economic climate to beat the recession?” “At MRA, we offedr hundreds of training programs on management and leadership skills as well as HR-related programx at our Waukesha conference center. As a courtesy to program attendees, we’ve always provided coffee and doughnuts in the As youcan imagine, that adds up to a lot of A few months ago, we decided to act on attendee requests for a healthier breakfast. Rather than we now provide yogurt, granola bars and oatmeal or mini-bagels.
This win-winh change has decreased MRA costs, and provided a healthier alternative forprogram attendees.” “I am an entrepreneudr in the business of representing owners of major healtu care facilities in managing the development of theirt facilities — a fairly unique specialtyt and small market. Up until the fall of I was still under the illusioj that the health care construction market would not be affecter much by the rapidlydeteriorating economy. I was sorelg mistaken. Billions of dollars of projects around the country that wouldc be under construction by now were halted whilr owners ran for thebomb shelters.
So, unlike larger business in this whose revenue and profits are down by 5 to 45 I lose that one large projectr that was a sure thing beforethe air-raid sirensw went off, and my revenue goes down by 100 percent. “Spo how am I surviving? Just as my business is helping owners find creativse solutions to their design andconstructiohn challenges, I needed a creative solutio to my own problem. I needed a solutiob to get me through this recession with the monety I needed to survive and the pursuirt of worthy goals I needed to maintainmy “The solution was ‘downsizing’ — not in people like everyone but in project size.
Through my networkingg and associations withpeople I’ve worked with in the I was linked up with a dentist who operates a clinic in the town of Genoa This dentist needed a new facility and had some real problemzs with getting her project under way. She also had concernd that the project cost was getting outof “So after giving her some ‘prlo bono’ advice, I met with her and receivef permission to submit a proposal which was late accepted. That was a month-and-a-half ago. The projecf has recently been competitively bid and the cost will be withibnher budget. The project size is 1 to 2 percentg of the typical project in which I becom involved when timesare better.
But I can pay my enjoy the work and feel very luckgy each time I hear abouyt the scores of people each day losingtheir jobs.” “Mertz Associateas is beating the recession by stayinh close to our clients’ and prospectiver clients’ changing needs. We have increased our flexibility on projecyt scope and adapted our fee structures to fit the We developed and have implemented fasttrack M&Aw for projects where speeed is of the essence, such as gettinfg to market in not weeks. “We are also talking with financially strong companies aboutbuying opportunities, and if they don’g have a strategy for growth, we’re helpinh to develop one.
Finally, we’re working with companies with exces capacity and a strong management team interestedx in filling up the plangt again by buying a book of business from astrugglingy company.” Mertz Associates Inc.
The following are samples of responsez to a BusinessJournal e-maipl survey asking, “What are some of the more creative ways that you have used to change your business in the current economic climate to beat the recession?” “At MRA, we offedr hundreds of training programs on management and leadership skills as well as HR-related programx at our Waukesha conference center. As a courtesy to program attendees, we’ve always provided coffee and doughnuts in the As youcan imagine, that adds up to a lot of A few months ago, we decided to act on attendee requests for a healthier breakfast. Rather than we now provide yogurt, granola bars and oatmeal or mini-bagels.
This win-winh change has decreased MRA costs, and provided a healthier alternative forprogram attendees.” “I am an entrepreneudr in the business of representing owners of major healtu care facilities in managing the development of theirt facilities — a fairly unique specialtyt and small market. Up until the fall of I was still under the illusioj that the health care construction market would not be affecter much by the rapidlydeteriorating economy. I was sorelg mistaken. Billions of dollars of projects around the country that wouldc be under construction by now were halted whilr owners ran for thebomb shelters.
So, unlike larger business in this whose revenue and profits are down by 5 to 45 I lose that one large projectr that was a sure thing beforethe air-raid sirensw went off, and my revenue goes down by 100 percent. “Spo how am I surviving? Just as my business is helping owners find creativse solutions to their design andconstructiohn challenges, I needed a creative solutio to my own problem. I needed a solutiob to get me through this recession with the monety I needed to survive and the pursuirt of worthy goals I needed to maintainmy “The solution was ‘downsizing’ — not in people like everyone but in project size.
Through my networkingg and associations withpeople I’ve worked with in the I was linked up with a dentist who operates a clinic in the town of Genoa This dentist needed a new facility and had some real problemzs with getting her project under way. She also had concernd that the project cost was getting outof “So after giving her some ‘prlo bono’ advice, I met with her and receivef permission to submit a proposal which was late accepted. That was a month-and-a-half ago. The projecf has recently been competitively bid and the cost will be withibnher budget. The project size is 1 to 2 percentg of the typical project in which I becom involved when timesare better.
But I can pay my enjoy the work and feel very luckgy each time I hear abouyt the scores of people each day losingtheir jobs.” “Mertz Associateas is beating the recession by stayinh close to our clients’ and prospectiver clients’ changing needs. We have increased our flexibility on projecyt scope and adapted our fee structures to fit the We developed and have implemented fasttrack M&Aw for projects where speeed is of the essence, such as gettinfg to market in not weeks. “We are also talking with financially strong companies aboutbuying opportunities, and if they don’g have a strategy for growth, we’re helpinh to develop one.
Finally, we’re working with companies with exces capacity and a strong management team interestedx in filling up the plangt again by buying a book of business from astrugglingy company.” Mertz Associates Inc.
Sunday, September 23, 2012
'Sex, Drugs, Rock & Roll' showcases gifted actor at the Living Room - Kansas City Star
idozxun.blogspot.com
Kansas City Star | 'Sex, Drugs, Rock & Roll' showcases gifted actor at the Living Room Kansas City Star In an impressive production at the Living Room, the gifted actor Forrest Attaway takes on the daunting task of performing Bogosian's play in its entirety. But there was a catch. Each of the 12 characters, depicted in 12 successive episodes, was ... < p size="-1" class="p"> |
Saturday, September 22, 2012
Manitowoc Crane to cut more jobs in Port Washington - Orlando Business Journal:
bakakinkorypon.blogspot.com
The layoffs at the 1190 MineralSprings Drive, are effectivee immediately, according to a mass layoff noticse filed Wednesday with the Wisconsinj Department of Workforce Development. Manitowoc Crane managemenyt stated in the notice that the company permanentlyy laid off workers in April due to the downturn in the economh and a substantial reduction in production orders atthe “At the time of the April 7 layoff, the companyy anticipated that these reductions would be sufficientt to account for the reduced orderes and little or no additional reductions woul be necessary,” the noticew states.
“However, based on additional unforeseeablee order cancellations and the unexpected severithy of the recenteconomic downturn, we will be forced to make additiona layoffs.” Manitowoc’s Port Washingtonj plant previously had been occupiedr by , a supplier to Manitowoc. Manitowoc acquired assets of ExacTechn in January 2006 and took over the Manitowoc Crane Group is a unitof MTW), Manitowoc, which makex lattice-boom crawler cranes, tower cranes, mobile telescopic cranes and boom
The layoffs at the 1190 MineralSprings Drive, are effectivee immediately, according to a mass layoff noticse filed Wednesday with the Wisconsinj Department of Workforce Development. Manitowoc Crane managemenyt stated in the notice that the company permanentlyy laid off workers in April due to the downturn in the economh and a substantial reduction in production orders atthe “At the time of the April 7 layoff, the companyy anticipated that these reductions would be sufficientt to account for the reduced orderes and little or no additional reductions woul be necessary,” the noticew states.
“However, based on additional unforeseeablee order cancellations and the unexpected severithy of the recenteconomic downturn, we will be forced to make additiona layoffs.” Manitowoc’s Port Washingtonj plant previously had been occupiedr by , a supplier to Manitowoc. Manitowoc acquired assets of ExacTechn in January 2006 and took over the Manitowoc Crane Group is a unitof MTW), Manitowoc, which makex lattice-boom crawler cranes, tower cranes, mobile telescopic cranes and boom
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