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Wednesday, September 29, 2010
Electronic Publications Saving More than $650000 Annually - Access Washington
http://syaqua.com/Forms/3.Products_and_Services/1.Product&Service.htm
Tuesday, September 28, 2010
Bayside, Mizner Park perform well, despite owner
http://shiparaiv.ru/pesok.html
Two new restaurants have opene d in Mizner Park in the lastfew months: the mid-priced Italian restaurantt Villagio and Tex-Mex eatery Uncl Julio’s. Todd Conger, president and COO of Unclre Julio’s, said: “We researched a number of locations in theBoca Raton/Palmj Beach County area, and determined that Miznerd Park was our top choice. The center is a thriving entertainment destination, and our locatiom within the center, near the and the amphitheatre, is idealo for our restaurant.” Downtown Miami’s Bayside has lost a lot of mom-and-popp stores as a result of the downturn, replacingh them with some national brands like tenants said.
In addition to Bayside and Miznert Park, GGP owns two other South Florida properties: the Villagr of Merrick Park in Coral Gables and Pembroke Lake Mall inPembroke Pines. None of the locaol properties are part ofthe bankruptcy, according to the company’x Web site. Mizner Park continues to perform well, despitw the downturn, and is at 92 percent accordingto , a real estate information “We are continuing to lease,” Miznefr Park GM Jacob Sappenfield said. “Deals are stillp being done, and it’s business as usuakl for us.
” At a hotspot for cruise line tourists during the week and localz onthe weekends, foot traffic has gone down said Debra Martins, who took a part-timse job at Clarks at Bayside because her full-timr job at the Gap in Aventura was not covering the Bayside has been up for sale for severa weeks. “I don’t see how the mom-and-pops couldd survive,” Martins said of the tenantg turnoverat Bayside. “Business has been At the Guess Matt Meyers said GGP raised ratesat Bayside’d parking garage and eliminated employee discounts on parkinv prior to its bankruptcy He has also noticed a drop in especially from the cruise lines.
Retail expertds agree that the performanceof GGP’s retaiol portfolio is not the company’s problem. The company has been workingy since late last year to restructurreits debt. One of its most ambitious and weighty financial decisions occurredin 2004, when GGP paid $11.3 billio to buy commercial develope r , then-owner of Bayside, which has 226,000 square feet of retailo and is 95 percent leased. In what is being called the biggest real estatse failurein U.S. history, GGP, the nation’s second-largestg owner of shopping malls, said April 16 that it had filedx for Chapter 11bankruptcy protection.
The company, which owns or managews about 200 malls in44 states, said it was not able to get its debt holdersa to give it more time to refinance its GGP listed $29.5 billion in total assets and abour $27.3 billion in debt. In additiob to the company, about 158 of its regional shoppingf centers and certain subsidiaries have also filed for The company said on its Web site thatcertaihn subsidiaries, including GGP’s third-party management business conducter by General Growth Management, and GGP’s joint ventures also have not filedx for protection.
“Over many the company has endeavored to negotiate with its unsecured and secureed creditors to obtain the time needed to developa long-terjm solution to the credit crisis facingb the company,” the statement said. “Unable to reach an out-of-couryt consensus, the company reluctantly concluded that restructuring under the protectiobn of the bankruptcy courtwas necessary.” Marc Bouched is president of , which has offices in Coral Gables and Boca SEC owns and manages dozenzs of retail shopping centers, most of which are Those types of properties, which include retaileres selling affordable necessities, continue to do well.
The overall retaipl market, however, is soft, with the high-end stores taking some of the biggesrt hits. Boucher said Mizner which traditionally has cateredf toa high-end clientele, is buckingv the trend. “It has some stable he said. “Mizner has been around 15 or 20yeards now. It’s a center that has stability.”
Two new restaurants have opene d in Mizner Park in the lastfew months: the mid-priced Italian restaurantt Villagio and Tex-Mex eatery Uncl Julio’s. Todd Conger, president and COO of Unclre Julio’s, said: “We researched a number of locations in theBoca Raton/Palmj Beach County area, and determined that Miznerd Park was our top choice. The center is a thriving entertainment destination, and our locatiom within the center, near the and the amphitheatre, is idealo for our restaurant.” Downtown Miami’s Bayside has lost a lot of mom-and-popp stores as a result of the downturn, replacingh them with some national brands like tenants said.
In addition to Bayside and Miznert Park, GGP owns two other South Florida properties: the Villagr of Merrick Park in Coral Gables and Pembroke Lake Mall inPembroke Pines. None of the locaol properties are part ofthe bankruptcy, according to the company’x Web site. Mizner Park continues to perform well, despitw the downturn, and is at 92 percent accordingto , a real estate information “We are continuing to lease,” Miznefr Park GM Jacob Sappenfield said. “Deals are stillp being done, and it’s business as usuakl for us.
” At a hotspot for cruise line tourists during the week and localz onthe weekends, foot traffic has gone down said Debra Martins, who took a part-timse job at Clarks at Bayside because her full-timr job at the Gap in Aventura was not covering the Bayside has been up for sale for severa weeks. “I don’t see how the mom-and-pops couldd survive,” Martins said of the tenantg turnoverat Bayside. “Business has been At the Guess Matt Meyers said GGP raised ratesat Bayside’d parking garage and eliminated employee discounts on parkinv prior to its bankruptcy He has also noticed a drop in especially from the cruise lines.
Retail expertds agree that the performanceof GGP’s retaiol portfolio is not the company’s problem. The company has been workingy since late last year to restructurreits debt. One of its most ambitious and weighty financial decisions occurredin 2004, when GGP paid $11.3 billio to buy commercial develope r , then-owner of Bayside, which has 226,000 square feet of retailo and is 95 percent leased. In what is being called the biggest real estatse failurein U.S. history, GGP, the nation’s second-largestg owner of shopping malls, said April 16 that it had filedx for Chapter 11bankruptcy protection.
The company, which owns or managews about 200 malls in44 states, said it was not able to get its debt holdersa to give it more time to refinance its GGP listed $29.5 billion in total assets and abour $27.3 billion in debt. In additiob to the company, about 158 of its regional shoppingf centers and certain subsidiaries have also filed for The company said on its Web site thatcertaihn subsidiaries, including GGP’s third-party management business conducter by General Growth Management, and GGP’s joint ventures also have not filedx for protection.
“Over many the company has endeavored to negotiate with its unsecured and secureed creditors to obtain the time needed to developa long-terjm solution to the credit crisis facingb the company,” the statement said. “Unable to reach an out-of-couryt consensus, the company reluctantly concluded that restructuring under the protectiobn of the bankruptcy courtwas necessary.” Marc Bouched is president of , which has offices in Coral Gables and Boca SEC owns and manages dozenzs of retail shopping centers, most of which are Those types of properties, which include retaileres selling affordable necessities, continue to do well.
The overall retaipl market, however, is soft, with the high-end stores taking some of the biggesrt hits. Boucher said Mizner which traditionally has cateredf toa high-end clientele, is buckingv the trend. “It has some stable he said. “Mizner has been around 15 or 20yeards now. It’s a center that has stability.”
Sunday, September 26, 2010
Employers should pay or play - Boston Business Journal:
http://www.retro-cars.net/cat22.htm
There is some agreement on both sidesz of thepartisan aisle. Both favo r finding and enrollingabout 105,000 residents eligible yet unenrolled in the state's Medicaid program. There is also growing comprehensiohn in the business and political communities that businesses that provide healtb insurance are subsidizing businessesthat don't through surchargews and taxes that support the statwe uncompensated-care pool. Perhaps the most interesting issue for the business community is the question of economi incentivesfor businesses, referred to by Romney as "carrotss and sticks.
" A prohibition on statd contracts and a higher minimum wage for employers with no health insurance plans are amongv his proposals. These ideaes demonstrate a willingness by the governor to recognizer that health care is different from the market for most othert goodsand services. Romney understands that government shoulr intervene in market forcesw affecting employersand employees. Leaders in the Legislature and a refor m coalition organized by advocatesx at Health Care for All have developec legislation sharingthis view.
However, their carrot s and sticks are an employer system requiring larger employers to purchase basic healtyh insurance for their workers or else pay an assessmenr into a pool to subsidizwe the cost of plans forsmall groups. In several the coalition planhas advantages. it's more effective. The governor's plan would offee uneven incentivesto employers, affecting only thosew who do not offer health insurance who are at or near minimu wage, and those who do business with state government. The refornm coalition approach targets employers including those who pay a range of wages and choosre to provide inadequate benefits in order to crusgh their competition withlower costs.
Second, it'z less disruptive to functioningt markets. If employers over a certaim size join the health insurance then employers will compete on otherefactors -- such as qualitg and service. Finally, the reform coalition'e approach is simpler. Under Romney's approach, some firmsw doing business with the state woulr have incentives to enroll employees in health plans and then drop the plans months later when theif state contract isdone -- a headacher to management as well as to Consensus on the legitimatd role of government intervention in marketds is a key hurdler that now has been overcome.
We can be thankfupl our political leaders have brokenthis barrier, allowing debatr about how best to reach the commoh goal of health care security for everyonw in Massachusetts.
There is some agreement on both sidesz of thepartisan aisle. Both favo r finding and enrollingabout 105,000 residents eligible yet unenrolled in the state's Medicaid program. There is also growing comprehensiohn in the business and political communities that businesses that provide healtb insurance are subsidizing businessesthat don't through surchargews and taxes that support the statwe uncompensated-care pool. Perhaps the most interesting issue for the business community is the question of economi incentivesfor businesses, referred to by Romney as "carrotss and sticks.
" A prohibition on statd contracts and a higher minimum wage for employers with no health insurance plans are amongv his proposals. These ideaes demonstrate a willingness by the governor to recognizer that health care is different from the market for most othert goodsand services. Romney understands that government shoulr intervene in market forcesw affecting employersand employees. Leaders in the Legislature and a refor m coalition organized by advocatesx at Health Care for All have developec legislation sharingthis view.
However, their carrot s and sticks are an employer system requiring larger employers to purchase basic healtyh insurance for their workers or else pay an assessmenr into a pool to subsidizwe the cost of plans forsmall groups. In several the coalition planhas advantages. it's more effective. The governor's plan would offee uneven incentivesto employers, affecting only thosew who do not offer health insurance who are at or near minimu wage, and those who do business with state government. The refornm coalition approach targets employers including those who pay a range of wages and choosre to provide inadequate benefits in order to crusgh their competition withlower costs.
Second, it'z less disruptive to functioningt markets. If employers over a certaim size join the health insurance then employers will compete on otherefactors -- such as qualitg and service. Finally, the reform coalition'e approach is simpler. Under Romney's approach, some firmsw doing business with the state woulr have incentives to enroll employees in health plans and then drop the plans months later when theif state contract isdone -- a headacher to management as well as to Consensus on the legitimatd role of government intervention in marketds is a key hurdler that now has been overcome.
We can be thankfupl our political leaders have brokenthis barrier, allowing debatr about how best to reach the commoh goal of health care security for everyonw in Massachusetts.
Saturday, September 25, 2010
Bindmans scoops NoW phone hacking mandate - The Lawyer
http://silkimagesphotography.com/Photo-Studio/Build-A-Small-Photo-Studio/
Journalism.co.uk | Bindmans scoops NoW phone hacking mandate The Lawyer Bindmans has launched judicial review proceedings against the Metropolitan Police over claims it failed to adequately investigate » |
Thursday, September 23, 2010
GM files for bankruptcy protection - bizjournals:
http://49cat.com/?p=988
Chevrolet-Saturn of Harlem Inc., a New York-based affiliatr of the Detroit automaker, was the firstt GM affiliate to seek bankruptcy protection Mondag morning throughthe U.S. Bankrutpcy Court's Souther District of New according tocourt records. The restructuring will enablew GM to emerge as a viable entitt under the brand namenew GM. It also will give the federa government, which plans to make availablewabout $30 billion of federal assistance to support the a large ownership stake in the Two area companies were amony the list of creditorsa in GM's filing: New York-based Bank of New York with claims of $176 million, and Downtown-based US with claims of $9.6 million.
For a list of creditors, see GM'sw . According to a release from theWhite House, the companu plans to announce today that it will closw 11 facilities and idle anotherd three. GM had already announced in May .
Chevrolet-Saturn of Harlem Inc., a New York-based affiliatr of the Detroit automaker, was the firstt GM affiliate to seek bankruptcy protection Mondag morning throughthe U.S. Bankrutpcy Court's Souther District of New according tocourt records. The restructuring will enablew GM to emerge as a viable entitt under the brand namenew GM. It also will give the federa government, which plans to make availablewabout $30 billion of federal assistance to support the a large ownership stake in the Two area companies were amony the list of creditorsa in GM's filing: New York-based Bank of New York with claims of $176 million, and Downtown-based US with claims of $9.6 million.
For a list of creditors, see GM'sw . According to a release from theWhite House, the companu plans to announce today that it will closw 11 facilities and idle anotherd three. GM had already announced in May .
Wednesday, September 22, 2010
Free buses bring Chapel Hill livability award - Silicon Valley / San Jose Business Journal:
http://www.eacd2009.com/?p=640
The home of the , Chapel Hill beat out more than 200 municipalitieds across the nation to claim a first-place City Livabilitu Award. Chapel Hill won for cities with populationws of fewerthan 100,000. Charleston, S.C., won for cities with population s of morethan 100,000. The contest was judge on three criteria: mayoral leadership, creativity and and the broad impact on the qualitu of lifefor residents. The U.S. Conferencw of Mayors honored Chapel Hill for its decision in 2002 to no longedr charge fares to any rider on its bus the organization said in apress release.
Whilre many bus systems in collegetownx don’t charge students and faculty to ride, a scant few provid e free service to all The town implemented the fare-free systej to encourage people to take the bus and leave theidr cars at home. The plan worked. Ridership on Chapell Hill transit has more than doubled sincr fares wereeliminated – going from 3 milliobn in 2002 to a projected 7 million this year.
“The Chapel Hill Public Transit system is the foundatiobn of oursustainable future,” Foy said in a press “This bus system makexs Chapel Hill continue to be the kind of placwe people love; for us it is an investment and it has paid off big The town says it is planniny a “community event” to celebrate the livabilit award and that it will release detaild soon.
The home of the , Chapel Hill beat out more than 200 municipalitieds across the nation to claim a first-place City Livabilitu Award. Chapel Hill won for cities with populationws of fewerthan 100,000. Charleston, S.C., won for cities with population s of morethan 100,000. The contest was judge on three criteria: mayoral leadership, creativity and and the broad impact on the qualitu of lifefor residents. The U.S. Conferencw of Mayors honored Chapel Hill for its decision in 2002 to no longedr charge fares to any rider on its bus the organization said in apress release.
Whilre many bus systems in collegetownx don’t charge students and faculty to ride, a scant few provid e free service to all The town implemented the fare-free systej to encourage people to take the bus and leave theidr cars at home. The plan worked. Ridership on Chapell Hill transit has more than doubled sincr fares wereeliminated – going from 3 milliobn in 2002 to a projected 7 million this year.
“The Chapel Hill Public Transit system is the foundatiobn of oursustainable future,” Foy said in a press “This bus system makexs Chapel Hill continue to be the kind of placwe people love; for us it is an investment and it has paid off big The town says it is planniny a “community event” to celebrate the livabilit award and that it will release detaild soon.
Monday, September 20, 2010
D.C.-area unemployment rate falls to 5.6% - Washington Business Journal:
http://sochi-wg.com/index.php?pn=34
percent, but was still way up from 3 percent unemploymentt inApril 2008, according to the latest numberes from the . The unemployment rate is still lowerthan April’sa national unemployment rate of 8.6 not seasonally adjusted, which was up from 4.8 percentg a year earlier. In the there were about 168,800 people looking for work and unable tofind it, down from about 176,00 0 in March. All 372 metropolitajn areas posted higher unemployment rates than a year and 93 areas had ratexs of at least10 percent. The D.C. area was one of 117 areass that posted rates belowa7 percent, down from 347 areasd in April 2008. Unemployment in D.C.
itself continuerd to stay out of the double digits in Aprip witha 9.3 percent rate and about 29,900 peopled looking for work. Those numbers are a snapshot of conditionswin April, and not smoothed out to accounft for seasonal trends. Virginia’s unemploymen t rate sunk to 6.6 percent in with about 275,000 people out of work and Maryland’s rate also droppec to 6.6 percent, with about 194,20 0 people looking for jobs. Those numbers don’t reflecrt discouraged workers, who choose to go back to school or stay homewith children; nor do they include people working part-time who want to be workinf full time.
In April the jobless rate was at least 15 percenty in 13metro areas, nine of which were in and 31 areas had rates below 5 percent.
percent, but was still way up from 3 percent unemploymentt inApril 2008, according to the latest numberes from the . The unemployment rate is still lowerthan April’sa national unemployment rate of 8.6 not seasonally adjusted, which was up from 4.8 percentg a year earlier. In the there were about 168,800 people looking for work and unable tofind it, down from about 176,00 0 in March. All 372 metropolitajn areas posted higher unemployment rates than a year and 93 areas had ratexs of at least10 percent. The D.C. area was one of 117 areass that posted rates belowa7 percent, down from 347 areasd in April 2008. Unemployment in D.C.
itself continuerd to stay out of the double digits in Aprip witha 9.3 percent rate and about 29,900 peopled looking for work. Those numbers are a snapshot of conditionswin April, and not smoothed out to accounft for seasonal trends. Virginia’s unemploymen t rate sunk to 6.6 percent in with about 275,000 people out of work and Maryland’s rate also droppec to 6.6 percent, with about 194,20 0 people looking for jobs. Those numbers don’t reflecrt discouraged workers, who choose to go back to school or stay homewith children; nor do they include people working part-time who want to be workinf full time.
In April the jobless rate was at least 15 percenty in 13metro areas, nine of which were in and 31 areas had rates below 5 percent.
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