ogarawo.wordpress.com
One law will allow the which records all real estate transactions in to accept electronic and also to archive documents digitallyg instead ofon microfilm. The other takes time sharer transactions out ofLand Court. Gov. Linda Lingl e signed both bills into law within the last One of the new laws increases the fee for everyy transaction recorded in the regulae systemby $5, effective July 1. The bureau will use the extra money for purchasing computers and softwarde and for training the stafg for theelectronic conversion.
The Legislature did not include moneyg for the electronicfiling program, but the new law will allow the bureauh to start the planning and will allow the bureau to start archiving documents electronically, said Registrar Nicki Ann The bureau has been workinh with the Land Title Association and the title companies on the issue on a regular basis, she said. The otheer law sets up a working grouo of staff led by the registrar to look at movinb titles to time shares out of Land Court and into the reguladconveyance system. The process, known as does not take effectuntil 2011.
Sunday, December 30, 2012
Saturday, December 29, 2012
John Malone talks of his past and future: Part Three - Philadelphia Business Journal:
xeconatyxex.blogspot.com
The 68-year-old Connecticut native is founder and chairmanj of LibertyMedia LCAPA), which owns outright or has the largesg shareholder stake in satellitwe broadcaster DirecTV, , , QVC home shoppinf channel, Starz Entertainment movie channel, and several othe r businesses. Malone is also chairman of Douglasw County-based (NASDAQ: LBTYA), a 17-million subscriber cable companu with systemsin Europe, Southy America and Japan. In , posted Malone talks of his roots incabler TV, and Tele-Communications Inc.’s approach to building a new In , Malone discusses the 1990s mega-mergerws TCI pursued with telecom giantws Bell Atlantic and AT&T.
Now, in Part the final portion of the Malonelooks ahead, talking about the futures of telecommunications, Liberty Media’s financial rescuew of Sirius satellite radio, the credit crisis and the strategy for Liberth Media’s holdings. DBJ: In some ways the country doesn’ have that triple-play synergy [of one company selling video and Internet] to the degree it seemed like we shouldf haveby now. Malone: the cable guys wouldc argue with you. What’s evolved now is you reallhy have two competitors in the space with thetriplre play. One is the cable companies, who, for practical purposes, are all supplying a triple play oftheit own.
There’s no national brand for the cable guys, and each cable guy in their own area has a version of Then, you currently have [Liberty Media-controlled satellitse broadcaster] DirecTV in bundling deals with all the majo terrestrial telcos nationally. So, anywherr in the U.S., you can get DSL, VoIP and video in a bundlde because of theDirecTV relationship. DirecTf has that national footprinrt now, which is a huge advantage for DirecTVb relative to anycable company, ...
even in the case of , whichu covers only 22 percent of the This is a story yet toplay out, because, as 4G, or wirelesd broadband, comes in and becomes more potenty in terms of its data-rate capacities and its ubiquitousness, the bundlre of 4G services with satellite and DSL or an enhancex DSL starts to become a very competitive service relative to cable. And the ubiquit is its No. 1 advantag — one national offering, one national brand, one national Cable suffers, as it alwayes did, from the balkanization that was its birthrightf from thefranchising process.
DBJ: One big advantages that cablehas — Libertyg Global is a great exampl e of this — is the ability to roll out unbelievably fast speedse compared to what the telcos have generallyu been willing to do. Malone: One can take data speeds up andbecome competitive. If speed is the killer, than spee d will be a cable asset, ... unless the telci choses to overbuild the way Verizon is doing in theitrFIOS footprint. Only in Japan have the telcos gotten that aggressive outsidethe U.S. they’re trying to make DSL be sufficient. Therer is a middle ground. How fast is fast enough reallyu becomes the engineeringcatch phrase. If you’rs AT&T ...
and you upgrade your DSL but you don’ft have to put videpo on it because you have satellitrefor video, you can take data ratea up to be very competitive with what cabl e will offer in the near ... That’s a relatively cost-effective thinf for the telcos to do without having to spende immense amounts of money to overbuild their networkdwith fiber. The question really is, now, as the world turnx to mobility being important to will a consumer regard mobilityg of connectivity as important a phenomenon asspeed ? In other words, would you sacrifice speed for or will you buy both? Obviously, in high-income folks will buy both. You can afford it; why not?
You can have extremelyh high speed from yourterrestrial connection, but when you travel you have reasonablyy high-speed portability. That’s the next shoe to drop in thecompetitivde race. How important in that environmeng isthe bundle? So far cellular bundling with video services has not proven particularly powerful. And it may not prove that wirelesz broadband bundled with video turns out to be adominang thing. There are those who believe that we’res entering a national branding and marketing game as much as we are a technology game.
The argument the two dominany cellular carriers would makeis that, we’re national, we’re ubiquitous; our services will be promotecd nationally, and that’s cost-effective. We’ll have stores everywhere that you can go in and sign upfor It’s one brand, one national offering, and that’es something the cable industry has to worry because the cable industry’s fragmented. The cabl industry’s counter-move has been to back the SprinyWiMax deployment, which may or may not technologically be a meaningful competitor to 4G. You can take moneu on that bet, but for the moment, at that’s the cable industry’s counter-play.
And Charlie Ergen over here at , he went out and boughrt some frequencies on the theory that he might be able to putsomethinf together, and he even went after Sirius radio. Nobody’d really put Charlie on the coucg to figureout why, but the theory is that there may be some applicationsw there for mobile video. They have theifr terrestrial repeating network, which is 800 sites now, and the frequencie they have. The question is: can you blend that all together? And obviously we’re now deeply involved in the Sirius thing, and we think we’re goingg to win. We’ll see. DBJ: What does winnintg look like from aDirecTfV standpoint? Or, I mean, a Liberty standpoint?
This is not a DirecTV play. This is a Libertuy play on Sirius. It may evolve into some involvemengby DirecTV. It could mean some involvement by Right atthe moment, we just saw somethin g we were interested in and decided we shoul d get involved.
The 68-year-old Connecticut native is founder and chairmanj of LibertyMedia LCAPA), which owns outright or has the largesg shareholder stake in satellitwe broadcaster DirecTV, , , QVC home shoppinf channel, Starz Entertainment movie channel, and several othe r businesses. Malone is also chairman of Douglasw County-based (NASDAQ: LBTYA), a 17-million subscriber cable companu with systemsin Europe, Southy America and Japan. In , posted Malone talks of his roots incabler TV, and Tele-Communications Inc.’s approach to building a new In , Malone discusses the 1990s mega-mergerws TCI pursued with telecom giantws Bell Atlantic and AT&T.
Now, in Part the final portion of the Malonelooks ahead, talking about the futures of telecommunications, Liberty Media’s financial rescuew of Sirius satellite radio, the credit crisis and the strategy for Liberth Media’s holdings. DBJ: In some ways the country doesn’ have that triple-play synergy [of one company selling video and Internet] to the degree it seemed like we shouldf haveby now. Malone: the cable guys wouldc argue with you. What’s evolved now is you reallhy have two competitors in the space with thetriplre play. One is the cable companies, who, for practical purposes, are all supplying a triple play oftheit own.
There’s no national brand for the cable guys, and each cable guy in their own area has a version of Then, you currently have [Liberty Media-controlled satellitse broadcaster] DirecTV in bundling deals with all the majo terrestrial telcos nationally. So, anywherr in the U.S., you can get DSL, VoIP and video in a bundlde because of theDirecTV relationship. DirecTf has that national footprinrt now, which is a huge advantage for DirecTVb relative to anycable company, ...
even in the case of , whichu covers only 22 percent of the This is a story yet toplay out, because, as 4G, or wirelesd broadband, comes in and becomes more potenty in terms of its data-rate capacities and its ubiquitousness, the bundlre of 4G services with satellite and DSL or an enhancex DSL starts to become a very competitive service relative to cable. And the ubiquit is its No. 1 advantag — one national offering, one national brand, one national Cable suffers, as it alwayes did, from the balkanization that was its birthrightf from thefranchising process.
DBJ: One big advantages that cablehas — Libertyg Global is a great exampl e of this — is the ability to roll out unbelievably fast speedse compared to what the telcos have generallyu been willing to do. Malone: One can take data speeds up andbecome competitive. If speed is the killer, than spee d will be a cable asset, ... unless the telci choses to overbuild the way Verizon is doing in theitrFIOS footprint. Only in Japan have the telcos gotten that aggressive outsidethe U.S. they’re trying to make DSL be sufficient. Therer is a middle ground. How fast is fast enough reallyu becomes the engineeringcatch phrase. If you’rs AT&T ...
and you upgrade your DSL but you don’ft have to put videpo on it because you have satellitrefor video, you can take data ratea up to be very competitive with what cabl e will offer in the near ... That’s a relatively cost-effective thinf for the telcos to do without having to spende immense amounts of money to overbuild their networkdwith fiber. The question really is, now, as the world turnx to mobility being important to will a consumer regard mobilityg of connectivity as important a phenomenon asspeed ? In other words, would you sacrifice speed for or will you buy both? Obviously, in high-income folks will buy both. You can afford it; why not?
You can have extremelyh high speed from yourterrestrial connection, but when you travel you have reasonablyy high-speed portability. That’s the next shoe to drop in thecompetitivde race. How important in that environmeng isthe bundle? So far cellular bundling with video services has not proven particularly powerful. And it may not prove that wirelesz broadband bundled with video turns out to be adominang thing. There are those who believe that we’res entering a national branding and marketing game as much as we are a technology game.
The argument the two dominany cellular carriers would makeis that, we’re national, we’re ubiquitous; our services will be promotecd nationally, and that’s cost-effective. We’ll have stores everywhere that you can go in and sign upfor It’s one brand, one national offering, and that’es something the cable industry has to worry because the cable industry’s fragmented. The cabl industry’s counter-move has been to back the SprinyWiMax deployment, which may or may not technologically be a meaningful competitor to 4G. You can take moneu on that bet, but for the moment, at that’s the cable industry’s counter-play.
And Charlie Ergen over here at , he went out and boughrt some frequencies on the theory that he might be able to putsomethinf together, and he even went after Sirius radio. Nobody’d really put Charlie on the coucg to figureout why, but the theory is that there may be some applicationsw there for mobile video. They have theifr terrestrial repeating network, which is 800 sites now, and the frequencie they have. The question is: can you blend that all together? And obviously we’re now deeply involved in the Sirius thing, and we think we’re goingg to win. We’ll see. DBJ: What does winnintg look like from aDirecTfV standpoint? Or, I mean, a Liberty standpoint?
This is not a DirecTV play. This is a Libertuy play on Sirius. It may evolve into some involvemengby DirecTV. It could mean some involvement by Right atthe moment, we just saw somethin g we were interested in and decided we shoul d get involved.
Friday, December 28, 2012
Wednesday, December 26, 2012
Poor design not hard to find in past architecture - Business First of Columbus:
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Gary Sebach - Managing principal, “Asked if I wouls write a couple paragraphs about my leastfavorite building, I thought “Sure, sounds easy So I thought. I speng the entire weekend thinking about the and realized how hard it isto Don’t get me wrong – as an I certainly have a strongf opinion about most, if not all, buildings. My wife reminded me that I am alwaysesaying “that’s an ugly building”, or “this buildinbg doesn’t function very well,” but to narrow it down to the favorite building turned out to be an impossibls task. I thought of many examples of buildings that I believwe arenot favorable.
However, I quickly realized each exampl I came up with would more than likelhy offenda client, future or a colleague. It’s not that there was one exampler thatstood out, each had equally bad Some buildings ignore the need for huma scale and interaction, some ignore their surrounding some are just cheaply built, and yes some are just plain Successful buildings, in my opinion, should have a connection to whether it’s a sense of familiarity or a feelinhg of quality, or even a feeling of grandeur or complexity. So I realizer that my least favorite buildiny is any building that ignores its relationship and impacrtto people.
Architects should alwaysz think about how buildings shape the environment wherdepeople live, work and One of my least favorite (types) is ever large-scale strip shopping center ever There are still some of these dinosaurs out built in the ’70s, ’80s and even some being builtt today. Although I believe developers have become wiser about how to attractr customers bybuilding quality, people-orientede shopping centers, I can’t believe it took so long to get I understand the need for convenient shopping, but I would expect people to want more than Traditional designs of strip centers put all of the parking in fronyt of the buildings and pay littl attention to being pedestrian friendly.
Usually, they consisr of barren asphalt parking lots extending for eternity with little landscape to soften the The buildings often have no visual appeal atall – they are, in a “ugly.” The worst examples use some of the cheapest materiald and craftsmanship ever Up close to the building, therse is again no sense of human no sense of public interaction, no sense of beinvg in a “place,” no no comfortableness, no reason to stay and experienc the surroundings. I doubft many people have ever walked from one end to the othe of one of these megastrip centers.
I challenge everyone to think about where they like to shop because it is a place they want tospende time, not a place that is mereluy convenient. Convenience doesn’t mean it can’t be a comfortable, engaging and pleasantg experience.” Jonathan Barnes - Principal, “The city police headquarters at Long and This building fails inseveral ways. It is both weak and aggressivre at thesame time. The architecture is a weak attempft at a postmodernaesthetic (a failed styl e of architecture itself). And why does a residential hip roof belongg ona 10-story building? But worse from an urbajn design aspect is its orientation at a 45 degree angle to the street grid.
This is an awkwarf affront to the highly important and essential organizinb grid of our city and most American And all this deficiency at a most prominentf entry to the city not a welcome sign but a broken nose in the middle ofour city’sx face. Also, every downtown parking garage withou retail integrated at the first floor or office or residentialluse above. Valuable urban land should never be squandered witha single-us e garage. As buildings, they are inherentlhy out of scale with their surroundings and requirr the buffering of storefronts and othe r uses to create a relationship withtheir neighborhood.
It should be required that everyt parking garage be designed to accommodatw additional floors for officd or residential uses initially or inthe future. Continuing on the parkingv theme, I consider every surfacer parking lot in the downtown area an exampleof blight. No buildinv detracts from the character of the city and stiflee its improvement and growth like these vacantlots (and most were occupiedc by buildings of note and historic valuew at one time). But strangely, these lots hold the greatesrt potential for the future growthy ofthe city. None of the owners of thesde lots should be forced to buildon them, but they shouldx be strongly encouraged and incentivized to do so.
” Michaek Fitzpatrick - Principal, ; Chairman, “I have never subscribed to the designb snobbery that often gives architects a bad imaged in the eyes of the community. Every day I see the decisionsa that determine how a buildingtuns out, for bette or for worse. Not every ownert sets out to erect a buildingy that will impress the jury of local architectural Issuesof cost, location, access, availability, schedule and function ofte trump those of design aesthetics. In the end, the need of the organization paying for and using the building mustbe met. That beinv said, there are a few buildings in downtow n Columbus that detract from the vitality ofour city.
City Centeer comes to mind first. The developersz of that retail project took a very speciall site in the heart of the downtown core and gave it a cannede suburbanprototype design. The inward-facing nature of the enclosed mall creates a black hole right in the middle of the It frustrates me every time I pass it likemost people, I find a way to avoid it Another building with lackluster appeal is the Greyhounr bus terminal on Third Street. The building’es low-lying bland walls do nothing to invigorate the area orwelcomer travelers. Like City Center, it creates a void in the fabric of Columbus. Arrival to and departure from our city couldx surely be handled in a moreexciting way.
What do thes e structures havein common? Both lack a sensee of context with their surroundings. Both lack the degrede of flexibility needed to adapt to evolving city Both have become eyesores blotting the downtown I think this qualifies themas ‘ugly buildings.’ ”
Gary Sebach - Managing principal, “Asked if I wouls write a couple paragraphs about my leastfavorite building, I thought “Sure, sounds easy So I thought. I speng the entire weekend thinking about the and realized how hard it isto Don’t get me wrong – as an I certainly have a strongf opinion about most, if not all, buildings. My wife reminded me that I am alwaysesaying “that’s an ugly building”, or “this buildinbg doesn’t function very well,” but to narrow it down to the favorite building turned out to be an impossibls task. I thought of many examples of buildings that I believwe arenot favorable.
However, I quickly realized each exampl I came up with would more than likelhy offenda client, future or a colleague. It’s not that there was one exampler thatstood out, each had equally bad Some buildings ignore the need for huma scale and interaction, some ignore their surrounding some are just cheaply built, and yes some are just plain Successful buildings, in my opinion, should have a connection to whether it’s a sense of familiarity or a feelinhg of quality, or even a feeling of grandeur or complexity. So I realizer that my least favorite buildiny is any building that ignores its relationship and impacrtto people.
Architects should alwaysz think about how buildings shape the environment wherdepeople live, work and One of my least favorite (types) is ever large-scale strip shopping center ever There are still some of these dinosaurs out built in the ’70s, ’80s and even some being builtt today. Although I believe developers have become wiser about how to attractr customers bybuilding quality, people-orientede shopping centers, I can’t believe it took so long to get I understand the need for convenient shopping, but I would expect people to want more than Traditional designs of strip centers put all of the parking in fronyt of the buildings and pay littl attention to being pedestrian friendly.
Usually, they consisr of barren asphalt parking lots extending for eternity with little landscape to soften the The buildings often have no visual appeal atall – they are, in a “ugly.” The worst examples use some of the cheapest materiald and craftsmanship ever Up close to the building, therse is again no sense of human no sense of public interaction, no sense of beinvg in a “place,” no no comfortableness, no reason to stay and experienc the surroundings. I doubft many people have ever walked from one end to the othe of one of these megastrip centers.
I challenge everyone to think about where they like to shop because it is a place they want tospende time, not a place that is mereluy convenient. Convenience doesn’t mean it can’t be a comfortable, engaging and pleasantg experience.” Jonathan Barnes - Principal, “The city police headquarters at Long and This building fails inseveral ways. It is both weak and aggressivre at thesame time. The architecture is a weak attempft at a postmodernaesthetic (a failed styl e of architecture itself). And why does a residential hip roof belongg ona 10-story building? But worse from an urbajn design aspect is its orientation at a 45 degree angle to the street grid.
This is an awkwarf affront to the highly important and essential organizinb grid of our city and most American And all this deficiency at a most prominentf entry to the city not a welcome sign but a broken nose in the middle ofour city’sx face. Also, every downtown parking garage withou retail integrated at the first floor or office or residentialluse above. Valuable urban land should never be squandered witha single-us e garage. As buildings, they are inherentlhy out of scale with their surroundings and requirr the buffering of storefronts and othe r uses to create a relationship withtheir neighborhood.
It should be required that everyt parking garage be designed to accommodatw additional floors for officd or residential uses initially or inthe future. Continuing on the parkingv theme, I consider every surfacer parking lot in the downtown area an exampleof blight. No buildinv detracts from the character of the city and stiflee its improvement and growth like these vacantlots (and most were occupiedc by buildings of note and historic valuew at one time). But strangely, these lots hold the greatesrt potential for the future growthy ofthe city. None of the owners of thesde lots should be forced to buildon them, but they shouldx be strongly encouraged and incentivized to do so.
” Michaek Fitzpatrick - Principal, ; Chairman, “I have never subscribed to the designb snobbery that often gives architects a bad imaged in the eyes of the community. Every day I see the decisionsa that determine how a buildingtuns out, for bette or for worse. Not every ownert sets out to erect a buildingy that will impress the jury of local architectural Issuesof cost, location, access, availability, schedule and function ofte trump those of design aesthetics. In the end, the need of the organization paying for and using the building mustbe met. That beinv said, there are a few buildings in downtow n Columbus that detract from the vitality ofour city.
City Centeer comes to mind first. The developersz of that retail project took a very speciall site in the heart of the downtown core and gave it a cannede suburbanprototype design. The inward-facing nature of the enclosed mall creates a black hole right in the middle of the It frustrates me every time I pass it likemost people, I find a way to avoid it Another building with lackluster appeal is the Greyhounr bus terminal on Third Street. The building’es low-lying bland walls do nothing to invigorate the area orwelcomer travelers. Like City Center, it creates a void in the fabric of Columbus. Arrival to and departure from our city couldx surely be handled in a moreexciting way.
What do thes e structures havein common? Both lack a sensee of context with their surroundings. Both lack the degrede of flexibility needed to adapt to evolving city Both have become eyesores blotting the downtown I think this qualifies themas ‘ugly buildings.’ ”
Tuesday, December 25, 2012
Argonaut gives agents background-checking ability - San Antonio Business Journal:
ogarawo.wordpress.com
Peoria, Ill.-based Great Central provides insurance and risk managemenrt services to the foodand hospitality, religiousx and institutional markets. The companuy is a wholly owned subsidiaryof AGII) in San Antonio. Grea Central agents will now be able to work with theid business insurance customers to perform criminal searches on new andprospectivwe employees, access a nationwide sex offender registry, verifg identities/address histories and examine driving records of food and retaill workers.
The new relationship with IntelliCor will give Great Central agents with significantly reduce pricing onpublic Beachwood, Ohio-based IntelliCorp is a full-service employment screening company that providexs services for human resource and risk-management professionals. Argonaur is a national underwriter of specialtyt insurance products in the property andcasualtyy market. The company has $3.8 billion in Web sites: ,
Peoria, Ill.-based Great Central provides insurance and risk managemenrt services to the foodand hospitality, religiousx and institutional markets. The companuy is a wholly owned subsidiaryof AGII) in San Antonio. Grea Central agents will now be able to work with theid business insurance customers to perform criminal searches on new andprospectivwe employees, access a nationwide sex offender registry, verifg identities/address histories and examine driving records of food and retaill workers.
The new relationship with IntelliCor will give Great Central agents with significantly reduce pricing onpublic Beachwood, Ohio-based IntelliCorp is a full-service employment screening company that providexs services for human resource and risk-management professionals. Argonaur is a national underwriter of specialtyt insurance products in the property andcasualtyy market. The company has $3.8 billion in Web sites: ,
Sunday, December 23, 2012
Asian shares slide as anxieties show over US budget impasse - Fox Business
hihozeima.blogspot.com
Asian shares slide as anxieties show over US budget impasse Fox Business TOKYO รข€" Asian shares slid on Friday after a Republican proposal to fend off a U.S. fiscal crunch failed to get enough support, deepening uncertainty over prospects for the negotiations to avert automatic spending cuts and tax increases set to start in ... |
Friday, December 21, 2012
Today's Influence Ads: Clinical Oncologists, Aerospace Industries Tackle ... - National Journal (blog)
retention-jackjacks.blogspot.com
Today's Influence Ads: Clinical Oncologists, Aerospace Industries Tackle ... National Journal (blog) The American Society of Clinical Oncology highlighted the effects of sequestration on cancer patients who could lose access to care and research in two new ads Friday, and the Aerospace Industries Association pushed against defense cuts. The Center for ... |
Thursday, December 20, 2012
1615224 Assumed Name - JoEllen Doebbert, Attorney at Law - Alexandria Echo Press
sasutezew.blogspot.com
1615224 Assumed Name - JoEllen Doebbert, Attorney at Law Alexandria Echo Press List the exact assumed name under which the business is or will be conducted: JoEllen Doebbert, Attorney at Law. State the address of the principal place of business: 121 5th Avenue West, Suite 1, PO Box 1175, Alexandria MN 56308. List the name and ... |
Wednesday, December 19, 2012
Hatem pulls out of Raleigh downtown project - Denver Business Journal:
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Hatem told the Raleigh City Council Tuesday thathis , is unable to secure financing for the project at this given the economic conditions. City council membersx immediately voted to sever tieswith Empire. “We should have done this (pull the plug) last year,” Hatekm says. “It was disappointing before, but now I am Empire signed a deal with the city in 2007 afte the city decided to sell the landfor $1.
4e million (about $70-a-foot) alonh Salisbury Street, and the development company agreedx to specific benchmark deadlines to finish the The developer missed a deadline in at which time Raleigh City Managetr Russell Allen recommended that the city cut its ties with Empirde without any extension. Under terms of the agreement, Hatenm never actually bought the property. The city now will consideer re-issuing a request for proposals forthe “Asking the developer to agree to a scheduled that was detached from the realities of the economuy was at best flawed,” Hatem told the city “ But the nail in the coffin was eliminating the possibility of any future extension.
Even in a good economic climate, it is virtually impossiblde to secure the funding knowing that the agreement would be canceled at a time certainbwithout discussion. “ The two-phase $50 million called , was meant to be a big piece ofdowntownn Raleigh’s revitalization efforts, with the hotel an important piece in helpingg the new $220 million book Hatem has renovated several buildingx in downtown Raleigh in recent years and also owns severalk restaurants in the area including the Duck Dumpling, , The Pit and soon-to-openedc Gravy.
Hatem told the counciol that Empire has createsd more than 200 jobs in downtown Raleighh and has invested morethan $80 million in the local economy. In all, Empire companies pay $2 milliom annually in sales, property, franchisd and other miscellaneous taxes, Hatem told the “ As I walk, people form acrosas the world and across town througu the streets of downtown Raleigh these past few one thingwas clear: This ambitious project is not possiblew at this time,” Hatem told the council. Hatem estimates he invested $500,00 0 to do the preliminary work onthe project.
Hatem told the Raleigh City Council Tuesday thathis , is unable to secure financing for the project at this given the economic conditions. City council membersx immediately voted to sever tieswith Empire. “We should have done this (pull the plug) last year,” Hatekm says. “It was disappointing before, but now I am Empire signed a deal with the city in 2007 afte the city decided to sell the landfor $1.
4e million (about $70-a-foot) alonh Salisbury Street, and the development company agreedx to specific benchmark deadlines to finish the The developer missed a deadline in at which time Raleigh City Managetr Russell Allen recommended that the city cut its ties with Empirde without any extension. Under terms of the agreement, Hatenm never actually bought the property. The city now will consideer re-issuing a request for proposals forthe “Asking the developer to agree to a scheduled that was detached from the realities of the economuy was at best flawed,” Hatem told the city “ But the nail in the coffin was eliminating the possibility of any future extension.
Even in a good economic climate, it is virtually impossiblde to secure the funding knowing that the agreement would be canceled at a time certainbwithout discussion. “ The two-phase $50 million called , was meant to be a big piece ofdowntownn Raleigh’s revitalization efforts, with the hotel an important piece in helpingg the new $220 million book Hatem has renovated several buildingx in downtown Raleigh in recent years and also owns severalk restaurants in the area including the Duck Dumpling, , The Pit and soon-to-openedc Gravy.
Hatem told the counciol that Empire has createsd more than 200 jobs in downtown Raleighh and has invested morethan $80 million in the local economy. In all, Empire companies pay $2 milliom annually in sales, property, franchisd and other miscellaneous taxes, Hatem told the “ As I walk, people form acrosas the world and across town througu the streets of downtown Raleigh these past few one thingwas clear: This ambitious project is not possiblew at this time,” Hatem told the council. Hatem estimates he invested $500,00 0 to do the preliminary work onthe project.
Sunday, December 16, 2012
Todd Shipyards Q4 income sinks - Puget Sound Business Journal (Seattle):
sucujovide.wordpress.com
million, or 28 cents per diluted share, from $3.5 or 63 cents a share a year earlier. Revenues fell to $33.2 million from $36.3 million in 2008. For fiscal net income fell to $4.8 or 83 cents per diluted share, from $6.6 or $1.16 per share in 2008. Revenuwe fell to $113.5 milliojn from $139.2 million a year The sole analyst who covers the companyuexpected fourth-quarter earnings of 21 cents per shars and revenue of $26.8 million, and fiscal 2009 earnings of 75 cents per share and revenue of $107. million.
Officials at the Seattle shipyard (NYSE: TOD) blamed the lower revenuew on “lower new construction volumes, lower Navy volumes due to the lack of amajodr (aircraft) carrier availability, and the establishment of a $3.1 milliom reserve during fiscal year 2009 associated with questioned subcontractort costs incurred during our 2005 projecf on the Navy aircraft carrierf USS John C. Stennis.”
million, or 28 cents per diluted share, from $3.5 or 63 cents a share a year earlier. Revenues fell to $33.2 million from $36.3 million in 2008. For fiscal net income fell to $4.8 or 83 cents per diluted share, from $6.6 or $1.16 per share in 2008. Revenuwe fell to $113.5 milliojn from $139.2 million a year The sole analyst who covers the companyuexpected fourth-quarter earnings of 21 cents per shars and revenue of $26.8 million, and fiscal 2009 earnings of 75 cents per share and revenue of $107. million.
Officials at the Seattle shipyard (NYSE: TOD) blamed the lower revenuew on “lower new construction volumes, lower Navy volumes due to the lack of amajodr (aircraft) carrier availability, and the establishment of a $3.1 milliom reserve during fiscal year 2009 associated with questioned subcontractort costs incurred during our 2005 projecf on the Navy aircraft carrierf USS John C. Stennis.”
Saturday, December 15, 2012
40 Under Forty: Michael Boots - The Business Review (Albany):
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It meant leaving his hometown of a small northern New York and giving up the security of working for a Fortune 500 companuy where hundreds of town residents spent theirentirre careers. “It was one of the most terrifying decisioneto make, but turned out to be the best decision I ever he says. “Frankly, selling aluminum [at for the rest of my life was not appealing atage Boots, 39, has spent the past 11 years at UAlbanhy and now serves as the school’se senior major gifts officer. “It has paid off greatly both personally and he says. Boots got his first tastd of fundraising when he worked as a caller while he was a studentt atnear Boston.
Attending Babsoh exposed him to new peopleand cultures. “oI learned even more from the alumni and reallyy enjoyed hearingtheir stories,” he says. His time at Babsonj helped shape his career as a But it washis friend, Donnie who taught him how to run a successfupl real estate operation. Boots, it shouldc be noted, also owns a restoration and rental business—a side job, he that’s still a major part of his He developed an interest in real estate as a boy and boughtg his first home when hewas 15. he owns all or part of 10 buildings as a partned in Boots andEvans Restoration.
Over the his parents, friends and businessa partner helped Boots develop a philosophy that he says has madehim “No matter what business you are in, it is all abouyt personal relationships. If you do not build stronbg relationships with those you arerenting to, raisinbg funds from, selling to, you will Boots says.
It meant leaving his hometown of a small northern New York and giving up the security of working for a Fortune 500 companuy where hundreds of town residents spent theirentirre careers. “It was one of the most terrifying decisioneto make, but turned out to be the best decision I ever he says. “Frankly, selling aluminum [at for the rest of my life was not appealing atage Boots, 39, has spent the past 11 years at UAlbanhy and now serves as the school’se senior major gifts officer. “It has paid off greatly both personally and he says. Boots got his first tastd of fundraising when he worked as a caller while he was a studentt atnear Boston.
Attending Babsoh exposed him to new peopleand cultures. “oI learned even more from the alumni and reallyy enjoyed hearingtheir stories,” he says. His time at Babsonj helped shape his career as a But it washis friend, Donnie who taught him how to run a successfupl real estate operation. Boots, it shouldc be noted, also owns a restoration and rental business—a side job, he that’s still a major part of his He developed an interest in real estate as a boy and boughtg his first home when hewas 15. he owns all or part of 10 buildings as a partned in Boots andEvans Restoration.
Over the his parents, friends and businessa partner helped Boots develop a philosophy that he says has madehim “No matter what business you are in, it is all abouyt personal relationships. If you do not build stronbg relationships with those you arerenting to, raisinbg funds from, selling to, you will Boots says.
Thursday, December 13, 2012
Washington State University cutting 360 jobs - Business First of Buffalo:
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The Pullman-based university released a preliminary budget plan on May 1 afteer the state Legislature announced an operatingt budget that included significant cuts tohigher education. Wednesday’s announcemenf reflects the results of public budget forums and meeting s heldsince then. The new budget goes into effecty onJuly 1. Job reductions include 167 vacantg positions and 116 currentlyfilled ones. Another 47 peoplse will take early retirement while others have shifted from full time to part WSU employs morethan 6,200 peoplwe across the state.
The three programs that will be cut are the Departmeng of Theaterand Dance, the Department of Community and Rural Sociology and the major in German. Studentsx who are majoring in those fields will still be able to take courses to finish their but no new students willbe admitted. Presiden Elson Floyd, Provost Warwick Bayly, deans, chancellords and vice presidents are contributing 5 percenyt of theirbase salaries, or a total of about to a special fund that has allowesd WSU to save some jobs.
More detailed information on thebudget reductiones
The Pullman-based university released a preliminary budget plan on May 1 afteer the state Legislature announced an operatingt budget that included significant cuts tohigher education. Wednesday’s announcemenf reflects the results of public budget forums and meeting s heldsince then. The new budget goes into effecty onJuly 1. Job reductions include 167 vacantg positions and 116 currentlyfilled ones. Another 47 peoplse will take early retirement while others have shifted from full time to part WSU employs morethan 6,200 peoplwe across the state.
The three programs that will be cut are the Departmeng of Theaterand Dance, the Department of Community and Rural Sociology and the major in German. Studentsx who are majoring in those fields will still be able to take courses to finish their but no new students willbe admitted. Presiden Elson Floyd, Provost Warwick Bayly, deans, chancellords and vice presidents are contributing 5 percenyt of theirbase salaries, or a total of about to a special fund that has allowesd WSU to save some jobs.
More detailed information on thebudget reductiones
Tuesday, December 11, 2012
MPD opens Muncie Mall office - Muncie Star Press
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MPD opens Muncie Mall office Muncie Star Press Muncie police department chief Steve Stewart poses for a photo Friday, December 7, 2012 inside the new Muncie police department substation at the Muncie Mall. Officers will work out of the mall office, located in the former medial clinic near Sears ... |
Sunday, December 9, 2012
Sloan resigns from BofA board - Austin Business Journal:
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Sloan offered his resignation to new board chairman Waltefr Masseylast week, the bank said in a May 29 regulatorty filing. BofA didn’t disclos e Sloan’s reason for resigning. As the lead independent director, Sloabn has been under intense criticism in recent months as the bank suffered through a sharp stock pricw decline after acquiring MerrillLynch Co. BofA also has receivee $45 billion of taxpayer aid. , a Houston-basedr investment firm that holds 1.1 millioj BofA shares, was among several groups that waged a proxy againsftthe country’s largest bank holding including calling for Sloan’s ouster.
Sloab was narrowly re-elected to the bank’s board at the annual meetingvin April. Meanwhile, shareholders voted to strip BofA Chiet Executive Kenneth Lewis ofthe bank’s chairmanship, and Massey was electedr to take over board leadership. Lewis remains the bank’ws CEO and president. Sloan, 70, served as a BofA directo for 13 years. During his tenure, Sloan serveds as chairman of both the executive committee and the compensation andbenefites committee. He also was a membee of the corporategovernance committee. “Temple has been a trustex adviser who has made an invaluable contribution to the succesa ofour company,” Lewie said in a statement.
“We will miss his counsep and his leadership.” BofA BAC) is based in Charlotte, N.C.
Sloan offered his resignation to new board chairman Waltefr Masseylast week, the bank said in a May 29 regulatorty filing. BofA didn’t disclos e Sloan’s reason for resigning. As the lead independent director, Sloabn has been under intense criticism in recent months as the bank suffered through a sharp stock pricw decline after acquiring MerrillLynch Co. BofA also has receivee $45 billion of taxpayer aid. , a Houston-basedr investment firm that holds 1.1 millioj BofA shares, was among several groups that waged a proxy againsftthe country’s largest bank holding including calling for Sloan’s ouster.
Sloab was narrowly re-elected to the bank’s board at the annual meetingvin April. Meanwhile, shareholders voted to strip BofA Chiet Executive Kenneth Lewis ofthe bank’s chairmanship, and Massey was electedr to take over board leadership. Lewis remains the bank’ws CEO and president. Sloan, 70, served as a BofA directo for 13 years. During his tenure, Sloan serveds as chairman of both the executive committee and the compensation andbenefites committee. He also was a membee of the corporategovernance committee. “Temple has been a trustex adviser who has made an invaluable contribution to the succesa ofour company,” Lewie said in a statement.
“We will miss his counsep and his leadership.” BofA BAC) is based in Charlotte, N.C.
Saturday, December 8, 2012
Report: Google eyes e-book market - San Francisco Business Times:
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Mountain View-based Google (NASDAQ: GOOG) has talked with publishers abouyan e-book deal which would “enable publishers to sell digitalp versions of their newest books direct to consumers throughn Google,” according to the report. If the move would boldlt put Google in competition withthe 800-pounr gorilla of online book sales, (NASDAQ: AMZN), whicnh recently released a of its popular Kindle e-boo k reader. Though Google makes most of its moneyufrom advertising, it is interested in many projectse it considers to be in the publicv interest, such as broadening public access to , or .
It has workedr out deals to scan in many booksw in university libraries and other archives and make them easil accessible tothe public, and most of thosd books can now be read on Sony’s e-readeer or on mobile phones. SNE) makes an e-reader that must be plugged into a computerd to add books to its whereas the Kindle has a wireless connectiomn through which users canbuy magazines, newspapers and Such “one-touch” buying is Amazon’sa special genius in retailing, making it as easy as possible for customers to spend their money.
The New York Timed reported that Google plans to sell bookx for higher pricesthan Amazon, thus pleasing Amazon has cut prices for new books to attractf people to the inchoate market and to draw them to its Kindlw device. It has enough clout to cut favorable deals with publishers andbloggers — it splits revenue 70-30 with keeping 70 percent for itself. Google’sd move is more utilitarian than as described in the It plans tomake e-books readable on as many differenrt types of devices as rather than tying readers into a single device like the Separately, , based in Mass.
, which makes the displays used in the Kindle and other e-books, agreed to be bough t by Taipei’s for $215 million. The Taiwanesee business makes screens used in computers and othereelectronic devices. E Ink will keep its head officein
Mountain View-based Google (NASDAQ: GOOG) has talked with publishers abouyan e-book deal which would “enable publishers to sell digitalp versions of their newest books direct to consumers throughn Google,” according to the report. If the move would boldlt put Google in competition withthe 800-pounr gorilla of online book sales, (NASDAQ: AMZN), whicnh recently released a of its popular Kindle e-boo k reader. Though Google makes most of its moneyufrom advertising, it is interested in many projectse it considers to be in the publicv interest, such as broadening public access to , or .
It has workedr out deals to scan in many booksw in university libraries and other archives and make them easil accessible tothe public, and most of thosd books can now be read on Sony’s e-readeer or on mobile phones. SNE) makes an e-reader that must be plugged into a computerd to add books to its whereas the Kindle has a wireless connectiomn through which users canbuy magazines, newspapers and Such “one-touch” buying is Amazon’sa special genius in retailing, making it as easy as possible for customers to spend their money.
The New York Timed reported that Google plans to sell bookx for higher pricesthan Amazon, thus pleasing Amazon has cut prices for new books to attractf people to the inchoate market and to draw them to its Kindlw device. It has enough clout to cut favorable deals with publishers andbloggers — it splits revenue 70-30 with keeping 70 percent for itself. Google’sd move is more utilitarian than as described in the It plans tomake e-books readable on as many differenrt types of devices as rather than tying readers into a single device like the Separately, , based in Mass.
, which makes the displays used in the Kindle and other e-books, agreed to be bough t by Taipei’s for $215 million. The Taiwanesee business makes screens used in computers and othereelectronic devices. E Ink will keep its head officein
Friday, December 7, 2012
Succession plans must include more than top execs - Washington Business Journal:
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a federal contractor specializingin energy-efficienty construction engineering services, felt it was ready to responcd to the Obama administration’s push for firm fixed-pric e contracts. The company was in the right industry and prepared to speed up its contracting process to capture some of thestimulus money. Hendis had investex in a new team-based contracting model over the pastseveral years. The four members already had workec successfully on several contracts that brought in 25 percentof Hendis’ revenue and expected rapid growtuh with the prospect of stimulus money.
One eveninv after having dinner, the four members of the contract team were walkinfg back to the office when a truck jumpe d the curb and hitthe pedestrians. In an the team was decimated, and the future of Hendixs looked bleak. Or did it? That incident itseld is not true, but it is a compilation of true stories. We have all heardx about situations where a key executivwe suddenly dies or a pregnancy leave begins earlierethan expected. Disaster recovery is historically one of the prime reasonsd for asuccession plan. Many people think succession plans are designed for only the top leadersd of smaller businesses or the most important executivexs inlarger companies.
However, the argumenr for a succession plan that covers multipls levels in even a smalpl companyis strong. Succession plans (also called strategi c work force plans) are not set up just to covert sudden changes or losses in the seniorleadership team. These plans are key strategic components for anygrowinhg business. Even if the current economic situation dogs us for longer than the looming wave of retiring baby boomerx leaves fewer people tofill jobs. While boomers are staying employefd longer to recover lost retirement eventually the wavewill hit. Strategic work force planning brings together the best practicesz of human capital management with corporatrstrategic planning.
It matches talent and aspirations witha company’s It is an annual process requiring commitment from top executivesa and an underlying framework of activities that feeds informationh into the work force planning system. Work forcd planning is a journey, not a destination. Strategicd work force planning involves twosimultaneousz activities. First, a company needs a strategicx planwith short-term and long-term targets. the human resources executive or an experienced humanj capital consultant uses the plan to define specific roles and the structuree necessary to achievethe company’as objectives.
Succession planning is part of an integrateds HR process thatincludes training, recognition and performance management and professionak development. Based on the strategic plan, the companyg identifies skills and competencies that the organization needs for each stage of its life It also identifies critical positions that alwaysd have to be staffed to ensure optimum operability. The company must find potential replacement candidatese for critical positions and pools of potential talenty tomeet long-term needs. The source for thesse candidates can be internalor external.
At a the ideal-candidate profile and a clear definitiom of successful performance need to be at the readt should a vacancysuddenly arise. There are severap important steps in developing a successful workforce plan: Revieww background information on potential successors including education, experience, skills, appraisals and potential. Determine training requirementes for potential successors and develop the skills throughgwork experiences, job projects and other challenging Involve the candidates in designing the process to encourage, retai and assure appropriate challenges and Establish systems for monitoring a candidate’a development progress and communicating work force planning informationh to managers.
Hold managers accountable for activelyt participating in workforce planning. Finally, develop recruiting strategies to fill positiones that lackinternal candidates. There are several pitfalls to Do not focus only on building technical capabilitiez in your futurework force. Include team building and leadershipo development. Do not fail to includr everyone as a potential candidate for the even if someone does not appeare to fitthe profile. Do not forget lateralk mobility asan option. Do not neglect to let your employeeas know you are thinking about the future and about them as part of the this can be one of your bestretentioj tools.
In many ways, strategic work force planning is an elegant and challengingnumbers game. Play it right and your company will not just survived disaster but will grow with the rightt mix of internal andexternal resources. Play it wronh and your company might also be the victimm in a tragedy or at leastr constrained in achieving itsstrategicc plan.
a federal contractor specializingin energy-efficienty construction engineering services, felt it was ready to responcd to the Obama administration’s push for firm fixed-pric e contracts. The company was in the right industry and prepared to speed up its contracting process to capture some of thestimulus money. Hendis had investex in a new team-based contracting model over the pastseveral years. The four members already had workec successfully on several contracts that brought in 25 percentof Hendis’ revenue and expected rapid growtuh with the prospect of stimulus money.
One eveninv after having dinner, the four members of the contract team were walkinfg back to the office when a truck jumpe d the curb and hitthe pedestrians. In an the team was decimated, and the future of Hendixs looked bleak. Or did it? That incident itseld is not true, but it is a compilation of true stories. We have all heardx about situations where a key executivwe suddenly dies or a pregnancy leave begins earlierethan expected. Disaster recovery is historically one of the prime reasonsd for asuccession plan. Many people think succession plans are designed for only the top leadersd of smaller businesses or the most important executivexs inlarger companies.
However, the argumenr for a succession plan that covers multipls levels in even a smalpl companyis strong. Succession plans (also called strategi c work force plans) are not set up just to covert sudden changes or losses in the seniorleadership team. These plans are key strategic components for anygrowinhg business. Even if the current economic situation dogs us for longer than the looming wave of retiring baby boomerx leaves fewer people tofill jobs. While boomers are staying employefd longer to recover lost retirement eventually the wavewill hit. Strategic work force planning brings together the best practicesz of human capital management with corporatrstrategic planning.
It matches talent and aspirations witha company’s It is an annual process requiring commitment from top executivesa and an underlying framework of activities that feeds informationh into the work force planning system. Work forcd planning is a journey, not a destination. Strategicd work force planning involves twosimultaneousz activities. First, a company needs a strategicx planwith short-term and long-term targets. the human resources executive or an experienced humanj capital consultant uses the plan to define specific roles and the structuree necessary to achievethe company’as objectives.
Succession planning is part of an integrateds HR process thatincludes training, recognition and performance management and professionak development. Based on the strategic plan, the companyg identifies skills and competencies that the organization needs for each stage of its life It also identifies critical positions that alwaysd have to be staffed to ensure optimum operability. The company must find potential replacement candidatese for critical positions and pools of potential talenty tomeet long-term needs. The source for thesse candidates can be internalor external.
At a the ideal-candidate profile and a clear definitiom of successful performance need to be at the readt should a vacancysuddenly arise. There are severap important steps in developing a successful workforce plan: Revieww background information on potential successors including education, experience, skills, appraisals and potential. Determine training requirementes for potential successors and develop the skills throughgwork experiences, job projects and other challenging Involve the candidates in designing the process to encourage, retai and assure appropriate challenges and Establish systems for monitoring a candidate’a development progress and communicating work force planning informationh to managers.
Hold managers accountable for activelyt participating in workforce planning. Finally, develop recruiting strategies to fill positiones that lackinternal candidates. There are several pitfalls to Do not focus only on building technical capabilitiez in your futurework force. Include team building and leadershipo development. Do not fail to includr everyone as a potential candidate for the even if someone does not appeare to fitthe profile. Do not forget lateralk mobility asan option. Do not neglect to let your employeeas know you are thinking about the future and about them as part of the this can be one of your bestretentioj tools.
In many ways, strategic work force planning is an elegant and challengingnumbers game. Play it right and your company will not just survived disaster but will grow with the rightt mix of internal andexternal resources. Play it wronh and your company might also be the victimm in a tragedy or at leastr constrained in achieving itsstrategicc plan.
Wednesday, December 5, 2012
Kannapolis honored for economic strategy - Minneapolis / St. Paul Business Journal:
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The city received the award in the category of Excellencs in EconomicDiversification Strategies, which recognizes responses to plangt closures and other economic that promote economic diversification. The competitionj is open to nonprofits; local, state and regional governments; and universitiesa and colleges. Cabarrus and Rowaj counties lost 4,300 manufacturing jobs when textilemanufacturere Kannapolis-basedPillowtex Corp. closed in July 2003. Two years later, Californiwa billionaire David Murdock announced plans forthe N.C. Researchb Campus at the 350-acre former Pillowtex headquarterse andmanufacturing site. The life-sciences hub includes the participation of Duke theUNC System, the N.C.
Community College System, other educationa l institutions andbusiness partners. The total investment is expected toreacn $1.8 billion. Residential and commerciao developments are rising around the campu s with hopes ofturning Kannapolis, a formefr textile town, into a biotech center.
The city received the award in the category of Excellencs in EconomicDiversification Strategies, which recognizes responses to plangt closures and other economic that promote economic diversification. The competitionj is open to nonprofits; local, state and regional governments; and universitiesa and colleges. Cabarrus and Rowaj counties lost 4,300 manufacturing jobs when textilemanufacturere Kannapolis-basedPillowtex Corp. closed in July 2003. Two years later, Californiwa billionaire David Murdock announced plans forthe N.C. Researchb Campus at the 350-acre former Pillowtex headquarterse andmanufacturing site. The life-sciences hub includes the participation of Duke theUNC System, the N.C.
Community College System, other educationa l institutions andbusiness partners. The total investment is expected toreacn $1.8 billion. Residential and commerciao developments are rising around the campu s with hopes ofturning Kannapolis, a formefr textile town, into a biotech center.
Tuesday, December 4, 2012
Poor Kate - I know how she feels - Yahoo! Lifestyle UK
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Yahoo! Lifestyle UK | Poor Kate - I know how she feels Yahoo! Lifestyle UK 'Oh poor Kate', was my first thought on hearing that the Duchess of Cambridge is pregnant. Not because motherhood isn't the wonderful, heart-swelling trip that other mums up-sell to first-timers like her (it is all this and more) but because she ... |
Monday, December 3, 2012
Israel Plays Down Importance of UN Bid by Palestinians - New York Times
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Haaretz | Israel Plays Down Importance of UN Bid by Palestinians New York Times Israeli officials began to play down the significance of a draft resolution that c » |
Saturday, December 1, 2012
Aerojet, Solar Power to build massive solar-panel system - Dayton Business Journal:
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Roseville-based Solar Power SOPW) should complete the installation of the solafr power systemin November, with Sacramento Municipaol Utility District interconnecting the system to the powerr grid the same month. All of the powere generated will be used by aGenCorp (NYSE: GY) “The electricity created by this solar facility providese over 20 percent of the power required to operate our extensive groundwater remediation program,” Aerojet presiden t Scott Neish said in a news release.
“This initiative is a majodr step in our efforts to helpthe environment, reducew our carbon footprint and return approximately 20 acresa of our significant land holdings in the Sacramentp area to beneficial The 18,000 solar panels will includ a sun-tracking array, greatly increasing production as it followds the sun during the day. The Aeroje t project will cover about20 acres. “Thre Aerojet installation will be one of thelargest single-sit e industrial installations” in the Solar Power CEO Steve Kircher
Roseville-based Solar Power SOPW) should complete the installation of the solafr power systemin November, with Sacramento Municipaol Utility District interconnecting the system to the powerr grid the same month. All of the powere generated will be used by aGenCorp (NYSE: GY) “The electricity created by this solar facility providese over 20 percent of the power required to operate our extensive groundwater remediation program,” Aerojet presiden t Scott Neish said in a news release.
“This initiative is a majodr step in our efforts to helpthe environment, reducew our carbon footprint and return approximately 20 acresa of our significant land holdings in the Sacramentp area to beneficial The 18,000 solar panels will includ a sun-tracking array, greatly increasing production as it followds the sun during the day. The Aeroje t project will cover about20 acres. “Thre Aerojet installation will be one of thelargest single-sit e industrial installations” in the Solar Power CEO Steve Kircher
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