zuloraxelewo.blogspot.com
The leaders of the Senatre Banking Committee agreed that regulatorh reformswere needed, but they were skeptical abouft giving the additional powers. Under the administration’s the Federal Reserve would be given the responsibilitg tosupervise “the largest, most complex and interconnecterd institutions” and be “the first responder in a financialk emergency,” Geithner said. Sen. Chris D-Conn.
, who chairs the Senate Bankingy Committee, questioned why the Fed should be given more power when many experts question its track record on its current Its proposed new role as the regulator of systemicf risk also could conflict with its primary role of settinbgmonetary policy, he said. Sen. Richardf Shelby, R-Ala., said it was unrealistic to expecyt the Fed to handle so many and that its structure is not suited for the role of a systemidrisk regulator.
Plus, he said, Congresxs has not spent enough time discussing the concept of systemic risk andhow -- or if -- it can be Geithner said he saw no conflict betweenj regulating systemic risk and setting monetary The additional authority that would be givenn the Fed is “quite modest, and buildzs on their existing authority” to supervise financial institutions, he said. The administration’s plan would transferd the Federal Reserve’s consumer protection responsibilities to a new which would take away some authority andremovwe “a distraction” from the Fed.
“uI wish consumer protection had been more of a distractionb atthe Fed,” Dodd Dodd strongly supported the administration’s proposal to createe a Consumer Financial Protectio n Agency. This new regulator would look out for the interestx of consumers of financial productsa and writerules that, in Geithner’s words, “promotew transparency, simplicity and fairness.” Existing regulatorz “turned a blind eye” to the subprime mortgages and that causedf the financial crisis, Dodd said.
“It was regulatory neglecty that allowed the crisisto spread,” he “Let’s put a cop on the beat so this spectaculad failure” is never repeated Critics of this proposal conten d it would needlessly add another layer of government regulation and couldr stifle innovation in the financia l sector. Dodd, however, showed little patience for objections from the financial industry onthe proposal. The people who createc the nation’s economic crisis are arguing thatconsumersz shouldn’t be protected, he contended. “Whar planet are you living he said.
Thursday, September 29, 2011
Tuesday, September 27, 2011
Southwestern Carpets grows business from the ground up - bizjournals:
yzirapogyg.wordpress.com
Bill McCaddon has stripped Southwestern Carpets down and recreated it a couplre of times since purchasing it from Don Lynchhin 2001. When he bought the flooring company, it specializex in removing and replacing carpets in apartments betweejrental occupation. The Lewisville company was producin annual revenueof $5 million, but McCaddon foundc the business too impersonap because it was driven by product sales and not on buildint relationships with customers. So he decideed to switch focus to themore relationship-centric business of providinf flooring solutions to new home-construction projects, which includes hardwood floors, and backsplash and tile installation.
The wholesale company saw dramatixc growth asa result, with annual revenue of $22 milliobn in 2007. But the growth was so rapid and so intenser that managers were losin control of the direction the compan ywas heading. So in 2008, he enlisted Don a consultant with The Renova to help bring new energy tohis McCaddon’s sense of direction and leadership abilities come from his experience as a manufacturer’s representative for 18 yearsd at companies like Shaw Carpet Manufacturer and Aletw Co. He had learned the importance of buildiny relationshipswith clients. “My background was in working with new The apartment businesswas non-relationship driven,” said McCaddon.
“I didn’tr know how to build a businesswthat wasn’t relational.” McCaddon downsized the company to redirectf the focus to the home-construction industry. He was met with resistancw fromhis employees. “I realized that usinbg the sameemployees wasn’t going to work. I was trying to halfwagy do the change,” he said. “Once we made the we really turnedthe corner.” He begahn switching out personnel. The which had grown annual revenueto $5 million, saw revenue drop to under $3 million durin g the transition. But, once the commitment was McCaddon notedmarked improvement. By 2003, revenue had grown by 35%.
Betwee n 2004 and 2008, the company went througg its biggestgrowth spurt, reaching up to $22 milliobn in sales and employing more than 60 workers. But at that the storybook growth came toan end. “Ift was getting to be chaotic because of so many new We werean 8-cylinder engine working on six or sevej cylinders. We’d lost a sense of teamwork, and everyone was That’s when McCaddon brought in Brush. “For the most I engage them and talk with them in orde r to builda relationship. I wanted to find out the strengths of the company and what was workin g and whatneeded improvement,” said Brush. “They’ve got the they’ve got the vision.
It’s just giviny them the opportunity.” Brush met with employees to figure out area that needed improvement and then created anaction plan. He showedx the company how to creatde committees to address problems as they come up and then dissolvse the committees after the problej hasbeen handled. The shif t has translated intohappier customers. Bill Darling, presidenf and co-owner of Darling Homesx Inc., has worked with McCaddon since McCaddon purchasedf Southwestern Carpetsin 2001.
“(We starteds working with Southwestern Carpets) because of Bill and his relationakl approach to working with homebuilders as opposed to thetraditionaol price-only approach,” said “Brush has helped Bill figure out how to communicate better so that everyon is going in the same direction as the managementf and will yield the maximum For Chris McCoppin, operations manager for Southwestern the change in the corporate culturs has been noticeable. “Sometimes you don’tg realize that when one department change their policiesand procedures, it affects others. Now everyoned talks to each other,” McCoppin “We’ve empowered them to make decisions.
We gave them the power to run the Theyfeel accountable.” With this new sense of as well as an improved use of digitizing software callex Measure, Southwestern Carpets has seen a marked improvemeny on the accuracy of the 3,000 work orderss entered each month — 95% accuracy, up from 77% accuracg — and has savedx about $160,000 in unnecessary costs for having to fix incorrect work orders. Instead of pursuing potentia l clients merely for the sake of new McCaddon and his staff focus on getting to knowpotential clients, researching them as much as possibl e and understanding their needs before they even meet.
“We’ll only do business with peopl e who will sit down and have a relationshipwith us. Someone is always going to come in lower than you,” said McCaddon. “We were always chasing people who were focusedcon price. If they say, fax us (a price sheet), we say sorry, we can’t work with you. We stay togethere as a result. If you have the valu e relationship, they don’t
Bill McCaddon has stripped Southwestern Carpets down and recreated it a couplre of times since purchasing it from Don Lynchhin 2001. When he bought the flooring company, it specializex in removing and replacing carpets in apartments betweejrental occupation. The Lewisville company was producin annual revenueof $5 million, but McCaddon foundc the business too impersonap because it was driven by product sales and not on buildint relationships with customers. So he decideed to switch focus to themore relationship-centric business of providinf flooring solutions to new home-construction projects, which includes hardwood floors, and backsplash and tile installation.
The wholesale company saw dramatixc growth asa result, with annual revenue of $22 milliobn in 2007. But the growth was so rapid and so intenser that managers were losin control of the direction the compan ywas heading. So in 2008, he enlisted Don a consultant with The Renova to help bring new energy tohis McCaddon’s sense of direction and leadership abilities come from his experience as a manufacturer’s representative for 18 yearsd at companies like Shaw Carpet Manufacturer and Aletw Co. He had learned the importance of buildiny relationshipswith clients. “My background was in working with new The apartment businesswas non-relationship driven,” said McCaddon.
“I didn’tr know how to build a businesswthat wasn’t relational.” McCaddon downsized the company to redirectf the focus to the home-construction industry. He was met with resistancw fromhis employees. “I realized that usinbg the sameemployees wasn’t going to work. I was trying to halfwagy do the change,” he said. “Once we made the we really turnedthe corner.” He begahn switching out personnel. The which had grown annual revenueto $5 million, saw revenue drop to under $3 million durin g the transition. But, once the commitment was McCaddon notedmarked improvement. By 2003, revenue had grown by 35%.
Betwee n 2004 and 2008, the company went througg its biggestgrowth spurt, reaching up to $22 milliobn in sales and employing more than 60 workers. But at that the storybook growth came toan end. “Ift was getting to be chaotic because of so many new We werean 8-cylinder engine working on six or sevej cylinders. We’d lost a sense of teamwork, and everyone was That’s when McCaddon brought in Brush. “For the most I engage them and talk with them in orde r to builda relationship. I wanted to find out the strengths of the company and what was workin g and whatneeded improvement,” said Brush. “They’ve got the they’ve got the vision.
It’s just giviny them the opportunity.” Brush met with employees to figure out area that needed improvement and then created anaction plan. He showedx the company how to creatde committees to address problems as they come up and then dissolvse the committees after the problej hasbeen handled. The shif t has translated intohappier customers. Bill Darling, presidenf and co-owner of Darling Homesx Inc., has worked with McCaddon since McCaddon purchasedf Southwestern Carpetsin 2001.
“(We starteds working with Southwestern Carpets) because of Bill and his relationakl approach to working with homebuilders as opposed to thetraditionaol price-only approach,” said “Brush has helped Bill figure out how to communicate better so that everyon is going in the same direction as the managementf and will yield the maximum For Chris McCoppin, operations manager for Southwestern the change in the corporate culturs has been noticeable. “Sometimes you don’tg realize that when one department change their policiesand procedures, it affects others. Now everyoned talks to each other,” McCoppin “We’ve empowered them to make decisions.
We gave them the power to run the Theyfeel accountable.” With this new sense of as well as an improved use of digitizing software callex Measure, Southwestern Carpets has seen a marked improvemeny on the accuracy of the 3,000 work orderss entered each month — 95% accuracy, up from 77% accuracg — and has savedx about $160,000 in unnecessary costs for having to fix incorrect work orders. Instead of pursuing potentia l clients merely for the sake of new McCaddon and his staff focus on getting to knowpotential clients, researching them as much as possibl e and understanding their needs before they even meet.
“We’ll only do business with peopl e who will sit down and have a relationshipwith us. Someone is always going to come in lower than you,” said McCaddon. “We were always chasing people who were focusedcon price. If they say, fax us (a price sheet), we say sorry, we can’t work with you. We stay togethere as a result. If you have the valu e relationship, they don’t
Sunday, September 25, 2011
Crowded housing: Rent cuts and other concessions likely as landlords struggle to fill student housing - The Business Journal of the Greater Triad Area:
Miele Refrigerators
The new construction comes in addition to severall others completed inrecent years, including the 203-uni t University Village on Walker Avenue, the 86-unity Fulton Place at the corner of West Lee and Fultonm street, and the addition of 120 unite in Sebastian Village on East Washingtonn Street. Although no one keeps track of the exact number of apartmentzs aimedat students, the addition of severalo hundred in a few short years clearly represents a significant growthh in inventory in and around local campuses. Many developera have been attracted to the relatively steadgy income ofstudent housing, and have been enticed to buils because of growing enrollments.
UNCG, for has grown its student population 16.6 percent in five years, to 16,703 as of fall 2008. N.C. A&r has grown almost 14 percent in that same to 10,388. But by adding so many units in so shorya time, they’re taking longeer to sign leases, leaving many landlords wonderinv how long until, or if, they’ll hit full “It used to be the landlords, everythingh was in their hands, they couldf dictate the rules of the game,” said real estate broker Ralph Jones, who is one of the developerz of the upcoming Spartan Crossing, at Sherwood and Granitr streets, near South Chapman Street. Now? “It’z a student’s market.
” Seth Coker, a partner in in said that in past years his studenty apartment complexes would have been mostly leased for the upcomingy school year bylate spring, as studentz made sure to secure a place as soon as they returnec from spring break. He started to see sign of a change last when he was leasing forthe 2008-09 “We’re about 95 percenf (occupied) for this school year, which is reallgy good, but it was a hard fighty to get there, and we got there by he said.
Landlords such as Coker and Bryon Nelson, executive vice president of in Greensboro, said many of theidr properties are about 40 percent to 70 percent leased for the upcomin g school year, far behind what it was a few yearz ago. Elsewhere in the in areas surroundingand , apartment managerse say their communities are mostly on target to leasew all of their availabler beds, and there have been few, if any, rent Property owners say there simply hasn’ been as much competition in those compared to Greensboro, and they’ve seen littld effect from the economy on Greensboro apartment owners and property managers say they noticed the abundancwe of housing choices creating problem s last year.
Both UNCG and A&T house about one-third of students on campus, which, between the two, often leaves more than 15,000 students needinf an off-campus option. But the problem has gottenh worsethis year, as the economy has some studentds delaying decisions, looking for cheaper alternativexs or possibly commuting from home to save As a result, student-housing landlords have been flirting with While they aren’t as steep as the conventionalo rental market, which is suffering from 13.1 percent there is evidence of deals. Already managers or developersasay they’ve upgraded Internet connections and addedr flat-panel televisions to lure college students to theire communities.
But more expensive concessionz might soon be onthe way, in the form of rent Coker said he’s already knocked $25 per month off of rent at some And new projects such as Spring at the site of the old Pomons Cotton Mill, add to that pressure by offering deals such as one month’sd free rent. Nelson, Jones and Randy Dixon, ownet of The Edge in Greensboro, say they’ve managed to avoide rent cutsso far, but there’s a good chance biggerr and better deals will start appearing lateer this summer if things don’ty improve. “I hate concessions as much as everyone else, but I like 100 percenyt full better,” Jones said.
In the shorty term, developers say that becausw of an abundanceof supply, and the fact that it’ds hard to find financing, it’ds unlikely there will be much more building, which will help the markegt level out. And long term, owners say they don’t thinjk the Greensboro market is UNCGand A&T continue to anticipates enrollment growth — UNCG says it alreadyg has 300 more applications for housing than it can accepft — leaving a biggetr potential market, especially when the economy turns. “We’rse still in good shape,” Jones “I just think lease-up will come later.
”
The new construction comes in addition to severall others completed inrecent years, including the 203-uni t University Village on Walker Avenue, the 86-unity Fulton Place at the corner of West Lee and Fultonm street, and the addition of 120 unite in Sebastian Village on East Washingtonn Street. Although no one keeps track of the exact number of apartmentzs aimedat students, the addition of severalo hundred in a few short years clearly represents a significant growthh in inventory in and around local campuses. Many developera have been attracted to the relatively steadgy income ofstudent housing, and have been enticed to buils because of growing enrollments.
UNCG, for has grown its student population 16.6 percent in five years, to 16,703 as of fall 2008. N.C. A&r has grown almost 14 percent in that same to 10,388. But by adding so many units in so shorya time, they’re taking longeer to sign leases, leaving many landlords wonderinv how long until, or if, they’ll hit full “It used to be the landlords, everythingh was in their hands, they couldf dictate the rules of the game,” said real estate broker Ralph Jones, who is one of the developerz of the upcoming Spartan Crossing, at Sherwood and Granitr streets, near South Chapman Street. Now? “It’z a student’s market.
” Seth Coker, a partner in in said that in past years his studenty apartment complexes would have been mostly leased for the upcomingy school year bylate spring, as studentz made sure to secure a place as soon as they returnec from spring break. He started to see sign of a change last when he was leasing forthe 2008-09 “We’re about 95 percenf (occupied) for this school year, which is reallgy good, but it was a hard fighty to get there, and we got there by he said.
Landlords such as Coker and Bryon Nelson, executive vice president of in Greensboro, said many of theidr properties are about 40 percent to 70 percent leased for the upcomin g school year, far behind what it was a few yearz ago. Elsewhere in the in areas surroundingand , apartment managerse say their communities are mostly on target to leasew all of their availabler beds, and there have been few, if any, rent Property owners say there simply hasn’ been as much competition in those compared to Greensboro, and they’ve seen littld effect from the economy on Greensboro apartment owners and property managers say they noticed the abundancwe of housing choices creating problem s last year.
Both UNCG and A&T house about one-third of students on campus, which, between the two, often leaves more than 15,000 students needinf an off-campus option. But the problem has gottenh worsethis year, as the economy has some studentds delaying decisions, looking for cheaper alternativexs or possibly commuting from home to save As a result, student-housing landlords have been flirting with While they aren’t as steep as the conventionalo rental market, which is suffering from 13.1 percent there is evidence of deals. Already managers or developersasay they’ve upgraded Internet connections and addedr flat-panel televisions to lure college students to theire communities.
But more expensive concessionz might soon be onthe way, in the form of rent Coker said he’s already knocked $25 per month off of rent at some And new projects such as Spring at the site of the old Pomons Cotton Mill, add to that pressure by offering deals such as one month’sd free rent. Nelson, Jones and Randy Dixon, ownet of The Edge in Greensboro, say they’ve managed to avoide rent cutsso far, but there’s a good chance biggerr and better deals will start appearing lateer this summer if things don’ty improve. “I hate concessions as much as everyone else, but I like 100 percenyt full better,” Jones said.
In the shorty term, developers say that becausw of an abundanceof supply, and the fact that it’ds hard to find financing, it’ds unlikely there will be much more building, which will help the markegt level out. And long term, owners say they don’t thinjk the Greensboro market is UNCGand A&T continue to anticipates enrollment growth — UNCG says it alreadyg has 300 more applications for housing than it can accepft — leaving a biggetr potential market, especially when the economy turns. “We’rse still in good shape,” Jones “I just think lease-up will come later.
”
Thursday, September 22, 2011
Another drop in Colorado sales-tax revenue - Atlanta Business Chronicle:
gerazawa.wordpress.com
percent — in May from the same month the year girding legislators for what they expect will be another rounde of cuts innext year’s fiscak budget. With the state most of the way throughn a fiscal year that ends onJune 30, no more cuts are likelu for this year, said Joint Budge t Committee Vice Chairman Jack Pommer, a Democratic representative from The Legislature has designated that any further fundinf shortfall this year will be fillefd by money from the state’sw undesignated reserve fund and from a one-day borrowinfg of other funds to be repaid on July 1.
However, the continuefd fall of revenues below expectations means the six JBC memberse who setthe state’s budget must beginn looking soon at additional ways to scale back expenses or services in next year’s fiscal plan, severa l members said. “I guess this means we’re not out of the woodd yet,” Pommer said. “We’re going to have to prepar e for more cuts next year on top ofwhat we’vde already made.” Legislators filled a $1.4 budgegt shortfall over the past six monthzs by raiding the reserve transferring hundreds of millions of dollara from cash-funded accounts and cutting about $300 million in services.
As revenueds continue to come inbelow forecast, that talk will begin State sales-tax receipts for May were off by $30 million, a 17.9 percentg drop from last year. Individual income taxes fell by $66.w3 million or 19.7 percent, and corporate income taxesw droppedby $2.2 million or 13.2 State reserves have about $148 million that can be used to offse revenue shortfalls, noted Rep. Mark D-Denver. If the state must transfer funding temporarily, that will only push the problem of balancing the budgeft further off until next he said. “The question is: Does revenue in the future pick upif we’ree starting to see recovery, or not?” Ferrandinok said.
“We’re starting to see some indications that the economgy is startingto recover, if not level
percent — in May from the same month the year girding legislators for what they expect will be another rounde of cuts innext year’s fiscak budget. With the state most of the way throughn a fiscal year that ends onJune 30, no more cuts are likelu for this year, said Joint Budge t Committee Vice Chairman Jack Pommer, a Democratic representative from The Legislature has designated that any further fundinf shortfall this year will be fillefd by money from the state’sw undesignated reserve fund and from a one-day borrowinfg of other funds to be repaid on July 1.
However, the continuefd fall of revenues below expectations means the six JBC memberse who setthe state’s budget must beginn looking soon at additional ways to scale back expenses or services in next year’s fiscal plan, severa l members said. “I guess this means we’re not out of the woodd yet,” Pommer said. “We’re going to have to prepar e for more cuts next year on top ofwhat we’vde already made.” Legislators filled a $1.4 budgegt shortfall over the past six monthzs by raiding the reserve transferring hundreds of millions of dollara from cash-funded accounts and cutting about $300 million in services.
As revenueds continue to come inbelow forecast, that talk will begin State sales-tax receipts for May were off by $30 million, a 17.9 percentg drop from last year. Individual income taxes fell by $66.w3 million or 19.7 percent, and corporate income taxesw droppedby $2.2 million or 13.2 State reserves have about $148 million that can be used to offse revenue shortfalls, noted Rep. Mark D-Denver. If the state must transfer funding temporarily, that will only push the problem of balancing the budgeft further off until next he said. “The question is: Does revenue in the future pick upif we’ree starting to see recovery, or not?” Ferrandinok said.
“We’re starting to see some indications that the economgy is startingto recover, if not level
Tuesday, September 20, 2011
UAB to medical alumni group: Let's consolidate - Birmingham Business Journal:
gavrilovaefivu.blogspot.com
Betty Ruth Speir, immediate past president of the , said the requesrt was a sign of and was nothing more than a power grab attempt to gain controlp over medicalalumni fundraising, MAA’s property on 20th Streer South and access to its national alumni database. “Theu see us as a greagt threat and they just want Speir said. UAB spokeswoman Dale Turnbough said inan e-mai response that the university’s proposal was not an attempg to take control over medical alumni She said UAB “values its relationship with all medical alumnji and continues to work very hard to achieve a positive relationship with MAA leadership.
” The rift betweem UAB and MAA had been brewing for but escalated in 2008 when the university changed the medicalo school’s name to include UAB and begab restricting access to medical students. The MAA openlhy questioned the university’s motives in the name chang e and then, on Jan. 23, the officially severex ties with MAA and started its own medicalalumn group. It stopped paying some of MAA’s operating including personnel salaries.
Current MAA President Theodizs Buggs called the consolidation proposala “total in a letter to university representatives and in a May 19 lettere said the association would continue to serve medical students and alumni as an independent In an April 23 letter to the The MAA would have to agree to cooperate with the universituy “at all times” and in “all ways” to facilitatse the university’s obligations, according to the affiliation lettef which was posted on the MAA’s Web It would also have to acknowledge that the school will continue to use the tradde name and that the school’s graduatex since 1969 are UAB The MAA would have to provide the universityg with “any and all data” relatin to alumni and donors.
In a move Speir deemex a “deal breaker,” the university’s proposed agreemeny would have abolished any MAA including itsexecutive director. The agreement also would have mandate the transfer of allof MAA’s assets to the university if they ever with the exception of the 20th Street building, whic the MAA has feared the universityu has been eyeing. In Augusrt 2008, UAB asked the city of Birmingham to rezone the alumn i building as part of a health and institutional but the request was turned down becausd it was discoveredUAB didn’t own the the MAA did.
In a May 19 lette to the University ofAlabama System, Bugg s said MAA will continue to have its own employeed and be responsible for its bankinb and accounting processes. Speir said UAB’ proposal is a reflection of its inability to lure medical school alumni and donors away fromthe MAA. She said medicalo school alumni are loyal to the MAA andit doesn’y worry about competing for their “We’ll remain independent like we’vse been for 40 years,” Speir said. Animosit between the and MAA gradually grew after they agreede to work together inSeptembe 2005.
Speir said in February that MAA was coercexd into that agreementby UAB, whom she said pledgeed to start a competing fundraisingy arm for medical students if they did not mergd efforts.
Betty Ruth Speir, immediate past president of the , said the requesrt was a sign of and was nothing more than a power grab attempt to gain controlp over medicalalumni fundraising, MAA’s property on 20th Streer South and access to its national alumni database. “Theu see us as a greagt threat and they just want Speir said. UAB spokeswoman Dale Turnbough said inan e-mai response that the university’s proposal was not an attempg to take control over medical alumni She said UAB “values its relationship with all medical alumnji and continues to work very hard to achieve a positive relationship with MAA leadership.
” The rift betweem UAB and MAA had been brewing for but escalated in 2008 when the university changed the medicalo school’s name to include UAB and begab restricting access to medical students. The MAA openlhy questioned the university’s motives in the name chang e and then, on Jan. 23, the officially severex ties with MAA and started its own medicalalumn group. It stopped paying some of MAA’s operating including personnel salaries.
Current MAA President Theodizs Buggs called the consolidation proposala “total in a letter to university representatives and in a May 19 lettere said the association would continue to serve medical students and alumni as an independent In an April 23 letter to the The MAA would have to agree to cooperate with the universituy “at all times” and in “all ways” to facilitatse the university’s obligations, according to the affiliation lettef which was posted on the MAA’s Web It would also have to acknowledge that the school will continue to use the tradde name and that the school’s graduatex since 1969 are UAB The MAA would have to provide the universityg with “any and all data” relatin to alumni and donors.
In a move Speir deemex a “deal breaker,” the university’s proposed agreemeny would have abolished any MAA including itsexecutive director. The agreement also would have mandate the transfer of allof MAA’s assets to the university if they ever with the exception of the 20th Street building, whic the MAA has feared the universityu has been eyeing. In Augusrt 2008, UAB asked the city of Birmingham to rezone the alumn i building as part of a health and institutional but the request was turned down becausd it was discoveredUAB didn’t own the the MAA did.
In a May 19 lette to the University ofAlabama System, Bugg s said MAA will continue to have its own employeed and be responsible for its bankinb and accounting processes. Speir said UAB’ proposal is a reflection of its inability to lure medical school alumni and donors away fromthe MAA. She said medicalo school alumni are loyal to the MAA andit doesn’y worry about competing for their “We’ll remain independent like we’vse been for 40 years,” Speir said. Animosit between the and MAA gradually grew after they agreede to work together inSeptembe 2005.
Speir said in February that MAA was coercexd into that agreementby UAB, whom she said pledgeed to start a competing fundraisingy arm for medical students if they did not mergd efforts.
Sunday, September 18, 2011
Father: Autopsy concluded helmet-to-helmet hit caused Frostburg State football ... - Washington Post
gonyzyf.wordpress.com
Father: Autopsy concluded helmet-to-helmet hit caused Frostburg State football ... Washington Post By AP, HAGERSTOWN, Md. รข€" An autopsy concluded that traumatic brain injury from a helmet-to-helmet hit during practice caused the death of a Frostburg State University football player last month, his father said Tuesday. Kenneth Sheely of Germantown ... |
Friday, September 16, 2011
Judge sides with Mo. in Coleman fraud case - Baltimore Business Journal:
onesawava.wordpress.com
Coleman, founder and managing member of St. Louis-based LLC, had arguecd that he was entitled to a hearinvg before Missouri Commissioner of SecuritiewMatthew Kitzi. But state prosecutors argued that sincse Coleman had withdrawn his requesr for a hearing in he forfeited his rightto appeal. Coleman had withdrawn his hearin g request out of fear his testimony could be used against him in federal court after learninfthe U.S. Attorney’s office in St.
Louis was conductingb its own investigation, according to a letter from his lawyef and brother Larry Coleman to the He faces morethan $38,000 in penalties and costs to the The state attorney general filed a formal judgment and orderd against Coleman Friday, said Nanc Gonder, a spokeswoman for Attorney General Chris Koster. The state’s case againstt Coleman dates backto 2007, when Kitzi beganj an investigation of Coleman after investors complaineds Coleman misled them. That investigation foun d Coleman offered unregistered securities and committed securities fraued in transactions related to his Daedalusx Capital investment firm andthe now-defunct .
Coleman requestedx a hearing to contest thestatde claims. But after more than a year of continuationsw he withdrewhis request, “owingv to Fifth Amendment issues implicated by a Justicde Department and Postal Service investigation of Respondents arisingv out of and or related to these proceedings,” according to a noticee filed Nov. 21 with the state by his lawyetLarry Coleman.
Coleman, founder and managing member of St. Louis-based LLC, had arguecd that he was entitled to a hearinvg before Missouri Commissioner of SecuritiewMatthew Kitzi. But state prosecutors argued that sincse Coleman had withdrawn his requesr for a hearing in he forfeited his rightto appeal. Coleman had withdrawn his hearin g request out of fear his testimony could be used against him in federal court after learninfthe U.S. Attorney’s office in St.
Louis was conductingb its own investigation, according to a letter from his lawyef and brother Larry Coleman to the He faces morethan $38,000 in penalties and costs to the The state attorney general filed a formal judgment and orderd against Coleman Friday, said Nanc Gonder, a spokeswoman for Attorney General Chris Koster. The state’s case againstt Coleman dates backto 2007, when Kitzi beganj an investigation of Coleman after investors complaineds Coleman misled them. That investigation foun d Coleman offered unregistered securities and committed securities fraued in transactions related to his Daedalusx Capital investment firm andthe now-defunct .
Coleman requestedx a hearing to contest thestatde claims. But after more than a year of continuationsw he withdrewhis request, “owingv to Fifth Amendment issues implicated by a Justicde Department and Postal Service investigation of Respondents arisingv out of and or related to these proceedings,” according to a noticee filed Nov. 21 with the state by his lawyetLarry Coleman.
Wednesday, September 14, 2011
Jim Ryan, Ryan Cos. CEO, dies at 66 - Silicon Valley / San Jose Business Journal:
azajir.wordpress.com
Jim Ryan, the CEO of , died Thursdayg morning. Ryan, 66, had been battling melanoma cancet for the past 10 During his career he helped buildRyan Cos. into one of the largesg construction and development firms in Jim became CEO of the companyin 1989, when he took over for his father Russell. He also was an active He helped establish theand , both in souty Minneapolis in 2007. Pat Jim’s cousin and business partner is expected to succeedc Jim as CEO ofthe Minneapolis-based firm, which had 2008 revenus of more than $1 billion.
In a statement, Pat Ryan “Jim’s goal was not to build the biggesy buildings or be the largest His goal was to build characte r inhis employees, build confidence in our customers and to builcd better communities. This world wouldx be a better placre if there were more CEOs withJim Ryan’s Jim is survived by his wife of 37 years Colleen, children Molly (Mike) Carson, Maggies (Craig) Allen, Kate (Zach) Tim, Nell, Dan, Sean and Tess; and six Funeral arrangements are pending. Among his many honors, Ryan of the Businesd Journal ’s Best in Real Estate Careed Achievement Award.
Jim Campbell, a retirede Wells Fargo executive and friend of 25 yearssaid he's neve known a more solid and wholesome guy than Jim "I've never ever heard anyone say a negative word abougt Jim Ryan, and that's from a wide varieth of sources." Ryan always had a visioh for what could be done, Campbell said. The former Seares building on Lake Street in Minneapolisx thatRyan Cos. helped transforjm into the MidtownExchange mixed-use projecty is a great example of his work. "Thagt building sat there, with the lights out for 10 yeares and he always had faith that somehow it woulddcome together," Campbell Despite so many challenges to that project, Ryan just kept plowingh ahead.
Campbell said Ryan Cos. is well situatedf to succeed in the future due to its strongfamily culture. "These are interesting times for all andRyan [Cos.] is committed to keep goin g forward just in the way that Jim had alwayxs envisioned."
Jim Ryan, the CEO of , died Thursdayg morning. Ryan, 66, had been battling melanoma cancet for the past 10 During his career he helped buildRyan Cos. into one of the largesg construction and development firms in Jim became CEO of the companyin 1989, when he took over for his father Russell. He also was an active He helped establish theand , both in souty Minneapolis in 2007. Pat Jim’s cousin and business partner is expected to succeedc Jim as CEO ofthe Minneapolis-based firm, which had 2008 revenus of more than $1 billion.
In a statement, Pat Ryan “Jim’s goal was not to build the biggesy buildings or be the largest His goal was to build characte r inhis employees, build confidence in our customers and to builcd better communities. This world wouldx be a better placre if there were more CEOs withJim Ryan’s Jim is survived by his wife of 37 years Colleen, children Molly (Mike) Carson, Maggies (Craig) Allen, Kate (Zach) Tim, Nell, Dan, Sean and Tess; and six Funeral arrangements are pending. Among his many honors, Ryan of the Businesd Journal ’s Best in Real Estate Careed Achievement Award.
Jim Campbell, a retirede Wells Fargo executive and friend of 25 yearssaid he's neve known a more solid and wholesome guy than Jim "I've never ever heard anyone say a negative word abougt Jim Ryan, and that's from a wide varieth of sources." Ryan always had a visioh for what could be done, Campbell said. The former Seares building on Lake Street in Minneapolisx thatRyan Cos. helped transforjm into the MidtownExchange mixed-use projecty is a great example of his work. "Thagt building sat there, with the lights out for 10 yeares and he always had faith that somehow it woulddcome together," Campbell Despite so many challenges to that project, Ryan just kept plowingh ahead.
Campbell said Ryan Cos. is well situatedf to succeed in the future due to its strongfamily culture. "These are interesting times for all andRyan [Cos.] is committed to keep goin g forward just in the way that Jim had alwayxs envisioned."
Monday, September 12, 2011
Manpower: 6% of Honolulu employers to hire in 3Q - Birmingham Business Journal:
edovogopu.wordpress.com
From July to September, 6 percent of the companies interviewed in the Honolulu metro area plan to hire more while 11 percent expect to reducetheir payrolls, accordint to the survey from Milwaukee-based MAN). Seventy-eight percent expect to maintain their current staff levels and 5 percent remain uncertai n abouthiring plans. Hiring is expected to be a little lightet than in thesecond quarter, when 10 percent of companies surveyed planned to hire and 12 percentr expected to cut payrolls, said Manpower spokeswoman Mary Lou Callahan. For the cominh quarter, job prospects in the Honolulu area appear best in wholesalew and retail trade and leisuredand hospitality.
Employers in durable goods manufacturing, nondurable goodes manufacturing, information, professional and business services, educationj and health services and government intend tocut staffing. Hirinh in construction, transportation and utilities, financialo activities and other services is expected to remain National survey results showed little change from theseconed quarter. Of the more than 28,000 employerse surveyed acrossthe country, 15 percent expect to increas their staff levels during the third quarter, whils 13 percent expect to reduced their payrolls.
Sixty-seven percengt expect no change in hiring and 5 percentg are undecided abouttheir third-quarter hiring “The data shows continued hesitancy among said Jonas Prising, president of the Americas for Manpower. “Theyt are treading slowly and watchinv withguarded optimism, hoping a few quarters of stabilitgy will be the precursor to the recovery.”
From July to September, 6 percent of the companies interviewed in the Honolulu metro area plan to hire more while 11 percent expect to reducetheir payrolls, accordint to the survey from Milwaukee-based MAN). Seventy-eight percent expect to maintain their current staff levels and 5 percent remain uncertai n abouthiring plans. Hiring is expected to be a little lightet than in thesecond quarter, when 10 percent of companies surveyed planned to hire and 12 percentr expected to cut payrolls, said Manpower spokeswoman Mary Lou Callahan. For the cominh quarter, job prospects in the Honolulu area appear best in wholesalew and retail trade and leisuredand hospitality.
Employers in durable goods manufacturing, nondurable goodes manufacturing, information, professional and business services, educationj and health services and government intend tocut staffing. Hirinh in construction, transportation and utilities, financialo activities and other services is expected to remain National survey results showed little change from theseconed quarter. Of the more than 28,000 employerse surveyed acrossthe country, 15 percent expect to increas their staff levels during the third quarter, whils 13 percent expect to reduced their payrolls.
Sixty-seven percengt expect no change in hiring and 5 percentg are undecided abouttheir third-quarter hiring “The data shows continued hesitancy among said Jonas Prising, president of the Americas for Manpower. “Theyt are treading slowly and watchinv withguarded optimism, hoping a few quarters of stabilitgy will be the precursor to the recovery.”
Friday, September 9, 2011
Mayo sells rights to cancer technology - Minneapolis / St. Paul Business Journal:
http://goodproducts.biz/News/New-Orleans-Style-Trumpet-Playing/
The foundation, based in sold the rights to , (NASDAQ: based in Marlborough, Under the deals terms, Exact will: • make upfronyt payments of $80,000 and a milestone fee of $250,0009 upon the commencement of certainclinical • pay a milestone fee of $500,009 if the approves any of the productsz covered by the agreement. pay a minimum of $10,00 on the deal’s third anniversaryh • pay a minimum royalty of $25,000 on the fourty anniversary of theagreement • supporf certain research projects to the tune of $500,000 at a minimum — in the agreement’z first year. Exact is also obligateds to grant Mayo two warrantse topurchase 1.
25 million shares of its commoh stock. The warrants have six-year terms and are exercisable at a priceof $1.9o per share, according to a regulatoryg filing.
The foundation, based in sold the rights to , (NASDAQ: based in Marlborough, Under the deals terms, Exact will: • make upfronyt payments of $80,000 and a milestone fee of $250,0009 upon the commencement of certainclinical • pay a milestone fee of $500,009 if the approves any of the productsz covered by the agreement. pay a minimum of $10,00 on the deal’s third anniversaryh • pay a minimum royalty of $25,000 on the fourty anniversary of theagreement • supporf certain research projects to the tune of $500,000 at a minimum — in the agreement’z first year. Exact is also obligateds to grant Mayo two warrantse topurchase 1.
25 million shares of its commoh stock. The warrants have six-year terms and are exercisable at a priceof $1.9o per share, according to a regulatoryg filing.
Wednesday, September 7, 2011
With housing market in turmoil, TOUSA, Levitt Corp. lead losses - South Florida Business Journal:
aleksanovlsys.blogspot.com
(NYSE: TOA), a Hollywood-based home builder, had the biggest loss - $132 milliojn on revenue of $565.7 million, comparesd with profits of $67.6 millionj on revenue of $621.3 million in the year ago quartert - a nearly $200 million swing in earnings. The companhy reached a 52-week high of $12.40 last September and was tradingfat $2.91 on Aug. 21. Publicc companies have 45 days after the end of the quarter to fileearningds reports, which means the filing deadline was Aug. 14 for companiese whose quarter endedJune 30. Fort Lauderdale-based (NYSE: LEV) had the second-biggestt loss at $58.1 million, down from a year-ago loss of based on earnings reportedon .
Some developerd have asked the SEC for more time to file so they can figurre out the value of holdings that had been hammered by changes inmarket conditions. The housing downturm is starting to ripple into buildingsupplies companies. Pompanoi Beach-based (NASDAQ: IPII) said its earning s dropped 99 percent as demans for its products slipped in Florida becausde of a decline innew construction. The company earned $229,000 as revenud slipped to $30.1 million from $40.5 million. Whilr housing-related industries stumbled, companies in the health care sector improvefd during a period ofcontinued acquisitions. (NASDAQ: CCRN) shareds increased 25 percent, from $4.4 milliomn to $5.5 million.
The company said the increase reflecteds the continued success of its travel nursew staffing business and the growtn of its clinical trialsservice business, which was fueled by its purchaser of and Metropolitan The Boca Raton-based staffing firm also acquirexd in July, and said it expectss 2007 pro forma revenue from its clinicalo trials services businesses to be about $100 million. MRN), also based in Boca Raton, saw its seconx quarter earnings increase42 percent, while its revenuew declined slightly.
It bough t InteliStaf for $92 million in cash a day afterd the end ofthe (NYSE: PDX), a Fort Lauderdale-based newborn, maternal-fetalk and pediatric physician subspecialty firm, said its earnings were up 8 On Aug. 20, it announced the acquisition of a Seattlephysician group. (NASDAQ: NOVN) said its second quarter earning jumped 130 percentto $7.6 driven by sales of its ADHD patcbh and estrogen patch, a joint venturw with New Jersey-based Noven bought on Aug. 15 for $125 Boca Raton-based (NASDAQ: NABI) narrowed its loss 61 percent, to $5.3 millionm from $13.7 million, as it did $11.99 million in antibody sales and $8.7 milliob in Nabi-HB product sales.
The companh created two stand-alone business Nabi Pharmaceuticals and Nabi Coral Gables-based developing pharmaceutical company CPRX) saw its second quarter loss grow more than 200 However, at the quarter's end, Catalystf said it had $17.9 millionm in cash and cash equivalents and no long-term (NYSE: FPL) brought in the biggest year-over-year dollar with a $169 million increasre in earnings, despite the Juno Beach-based company's estimatedd $50 million loss to "th e negative impact of weather," includingb cooler days and a weak wind The company earned $405 million.
Miami-based VGR), which indirectly owns cigarette and real estat operations through LiggettGroup LLC, Vectofr Tobacco and New Valley LLC, made the trip from red to blaclk with earnings of $21.4 million in its second compared with a loss of $2.7 in the year-agop quarter. South Florida's cosmetic companies, (NASDAQ: RDEN) and (NASDAQ: also ended the quarter smellinh sweet. Elizabeth Arden, which ended its fourth quarter, went from red to blacl with earningsof $9.9 Parlux shrank its first quarter loss by 99 to $95,628 from $14.1 million.
(NYSE: TOA), a Hollywood-based home builder, had the biggest loss - $132 milliojn on revenue of $565.7 million, comparesd with profits of $67.6 millionj on revenue of $621.3 million in the year ago quartert - a nearly $200 million swing in earnings. The companhy reached a 52-week high of $12.40 last September and was tradingfat $2.91 on Aug. 21. Publicc companies have 45 days after the end of the quarter to fileearningds reports, which means the filing deadline was Aug. 14 for companiese whose quarter endedJune 30. Fort Lauderdale-based (NYSE: LEV) had the second-biggestt loss at $58.1 million, down from a year-ago loss of based on earnings reportedon .
Some developerd have asked the SEC for more time to file so they can figurre out the value of holdings that had been hammered by changes inmarket conditions. The housing downturm is starting to ripple into buildingsupplies companies. Pompanoi Beach-based (NASDAQ: IPII) said its earning s dropped 99 percent as demans for its products slipped in Florida becausde of a decline innew construction. The company earned $229,000 as revenud slipped to $30.1 million from $40.5 million. Whilr housing-related industries stumbled, companies in the health care sector improvefd during a period ofcontinued acquisitions. (NASDAQ: CCRN) shareds increased 25 percent, from $4.4 milliomn to $5.5 million.
The company said the increase reflecteds the continued success of its travel nursew staffing business and the growtn of its clinical trialsservice business, which was fueled by its purchaser of and Metropolitan The Boca Raton-based staffing firm also acquirexd in July, and said it expectss 2007 pro forma revenue from its clinicalo trials services businesses to be about $100 million. MRN), also based in Boca Raton, saw its seconx quarter earnings increase42 percent, while its revenuew declined slightly.
It bough t InteliStaf for $92 million in cash a day afterd the end ofthe (NYSE: PDX), a Fort Lauderdale-based newborn, maternal-fetalk and pediatric physician subspecialty firm, said its earnings were up 8 On Aug. 20, it announced the acquisition of a Seattlephysician group. (NASDAQ: NOVN) said its second quarter earning jumped 130 percentto $7.6 driven by sales of its ADHD patcbh and estrogen patch, a joint venturw with New Jersey-based Noven bought on Aug. 15 for $125 Boca Raton-based (NASDAQ: NABI) narrowed its loss 61 percent, to $5.3 millionm from $13.7 million, as it did $11.99 million in antibody sales and $8.7 milliob in Nabi-HB product sales.
The companh created two stand-alone business Nabi Pharmaceuticals and Nabi Coral Gables-based developing pharmaceutical company CPRX) saw its second quarter loss grow more than 200 However, at the quarter's end, Catalystf said it had $17.9 millionm in cash and cash equivalents and no long-term (NYSE: FPL) brought in the biggest year-over-year dollar with a $169 million increasre in earnings, despite the Juno Beach-based company's estimatedd $50 million loss to "th e negative impact of weather," includingb cooler days and a weak wind The company earned $405 million.
Miami-based VGR), which indirectly owns cigarette and real estat operations through LiggettGroup LLC, Vectofr Tobacco and New Valley LLC, made the trip from red to blaclk with earnings of $21.4 million in its second compared with a loss of $2.7 in the year-agop quarter. South Florida's cosmetic companies, (NASDAQ: RDEN) and (NASDAQ: also ended the quarter smellinh sweet. Elizabeth Arden, which ended its fourth quarter, went from red to blacl with earningsof $9.9 Parlux shrank its first quarter loss by 99 to $95,628 from $14.1 million.
Monday, September 5, 2011
First Niagara stock sale tops $360M - Business First of Buffalo:
balamatovaegede.blogspot.com
million from its recent stock offering of more than 31 million The Pendleton-based company (NASDAQ: FNFG) had hopedf to take in $313.6 millionn in net proceeds by selling 27 million shares of common stock at $12.25 per share. The total amoungt raised was approximately $380.4 million, including 4.05 milliomn shares pursuant tothe over-allotment option to the underwriterx and First Niagara, parent of First Niagara Bank, said it woulds use proceeds from the stock sale to repurchase the $184 millionn in preferred shares and warrants it sold severao months ago to the undetr the Troubled Asset Relief “This successful offering enables us to continue leveraging our enviabld position to make credit and other financial services widely available to current and prospective customere as well as continue to explor other strategic opportunities,” said John president and chief executive officer.
Firstt Niagara said it has now raised morethan $495 million of capitaol since the fourth quarter of 2008.
million from its recent stock offering of more than 31 million The Pendleton-based company (NASDAQ: FNFG) had hopedf to take in $313.6 millionn in net proceeds by selling 27 million shares of common stock at $12.25 per share. The total amoungt raised was approximately $380.4 million, including 4.05 milliomn shares pursuant tothe over-allotment option to the underwriterx and First Niagara, parent of First Niagara Bank, said it woulds use proceeds from the stock sale to repurchase the $184 millionn in preferred shares and warrants it sold severao months ago to the undetr the Troubled Asset Relief “This successful offering enables us to continue leveraging our enviabld position to make credit and other financial services widely available to current and prospective customere as well as continue to explor other strategic opportunities,” said John president and chief executive officer.
Firstt Niagara said it has now raised morethan $495 million of capitaol since the fourth quarter of 2008.
Saturday, September 3, 2011
Providence Service CEO gets $1 million boost - Phoenix Business Journal:
ycoguqi.wordpress.com
Tucson-based Providence provides government-sponsored social services and McCusker’s base salary rose to $575,000 from $375,000 and he receivexd a bonus of $450,000. The CEO also received $533,4145 in stock awards, options valuex at $100,779, incentive pay of $120,000p and insurance and retirement benefits of That adds upto $1.8q million compared with total compensation of $890,954 in 2007. Increases for McCusker were based in part on companu andindividual performance, the closing of acquisitions, and previouxs pay consider below average for the industry, accordingy to data filed with the U.S. Securities and Exchangd Commission.
Providence revenue grew to $692 million in up from $285 million with a series of The company posted a net lossof $156 or $12.42 per share, compared with net incomed of $14.4 million in 2007. The 2008 loss includefd a $170 million impairment charge related to a declind inmarket capitalization, uncertainty in budgeting by state s and goodwill. Although Providence filed a preliminaruyproxy statement, no meetinyg date was set as its offerd to settle a contest with stockholder was rejected. Avalojn has announced plans to nominate two directoer candidates in oppositionto Providence’s McCusker control 216,312 shares, or 1.7 percent of Providencre stock (Nasdaq:PRSC). Shares closed at $9.
10 April 21 and have ranged between 69 centsaand $29.63 over the past 52 weeks. For more coveragwe of CEO pay at Arizonapublic companies, .
Tucson-based Providence provides government-sponsored social services and McCusker’s base salary rose to $575,000 from $375,000 and he receivexd a bonus of $450,000. The CEO also received $533,4145 in stock awards, options valuex at $100,779, incentive pay of $120,000p and insurance and retirement benefits of That adds upto $1.8q million compared with total compensation of $890,954 in 2007. Increases for McCusker were based in part on companu andindividual performance, the closing of acquisitions, and previouxs pay consider below average for the industry, accordingy to data filed with the U.S. Securities and Exchangd Commission.
Providence revenue grew to $692 million in up from $285 million with a series of The company posted a net lossof $156 or $12.42 per share, compared with net incomed of $14.4 million in 2007. The 2008 loss includefd a $170 million impairment charge related to a declind inmarket capitalization, uncertainty in budgeting by state s and goodwill. Although Providence filed a preliminaruyproxy statement, no meetinyg date was set as its offerd to settle a contest with stockholder was rejected. Avalojn has announced plans to nominate two directoer candidates in oppositionto Providence’s McCusker control 216,312 shares, or 1.7 percent of Providencre stock (Nasdaq:PRSC). Shares closed at $9.
10 April 21 and have ranged between 69 centsaand $29.63 over the past 52 weeks. For more coveragwe of CEO pay at Arizonapublic companies, .
Thursday, September 1, 2011
Israel connections important to Cincinnati Children
adavuxuf.wordpress.com
Children’s arrived at agreements in principle with in Jerusalekm and inTel Aviv. Plans call for increased patient referralx from Israel toCincinnati Children’s. Israeli post-doctoral studentx will also cometo Children’s each and the institutions will work together on Such agreements are “anh important way of connecting with sources of bright people and finding new ways of doin g things that can stimulate us to improve,” said Jamesz Anderson, CEO of Cincinnati Children’s. The hospital hopes to open a satellitwe laboratory in Israel at a cost of about Clinical areas likely to be part of the cooperation includes allergiesand immunology.
Children’s officials were among 20 civic and community leaders on a recen trip to Israel sponsored bythe . On the trip with Andersobn were Children’s board Chairmabn Tom Cody and board memberrMichael Fisher. Also traveling were executives from companiesz suchas , and . While Anderson got to meet with four families in Israe who had been toCincinnati Children’z for care. “It was grear fun and very moving,” he said. The agreemenr is similar to ones the hospital has with several othef institutions inthe U.S. and Among the countries where Children’s collaboratew are Great Britain, Saudi Arabia, Indiza and China.
On the trip’s itinerary were visitsx to historical and religioussites Jewish, Christian and Muslim. Participants also met with business andgovernment leaders, including Israel’s president, Shimon Peres. “We take tripsz to Israel almost but this is the first one in memort where we took business andacademic leaders,” said Shep Englander, CEO of the Jewisn Federation. “It was abouy half non-Jewish. It worked out beautifully.” Addec Fisher, who is active with the Jewish Federation, as well as Cincinnatj Children’s: “Strengthening our relationships with Israel and capitalizing on its talents can benefitboth countries.
”
Children’s arrived at agreements in principle with in Jerusalekm and inTel Aviv. Plans call for increased patient referralx from Israel toCincinnati Children’s. Israeli post-doctoral studentx will also cometo Children’s each and the institutions will work together on Such agreements are “anh important way of connecting with sources of bright people and finding new ways of doin g things that can stimulate us to improve,” said Jamesz Anderson, CEO of Cincinnati Children’s. The hospital hopes to open a satellitwe laboratory in Israel at a cost of about Clinical areas likely to be part of the cooperation includes allergiesand immunology.
Children’s officials were among 20 civic and community leaders on a recen trip to Israel sponsored bythe . On the trip with Andersobn were Children’s board Chairmabn Tom Cody and board memberrMichael Fisher. Also traveling were executives from companiesz suchas , and . While Anderson got to meet with four families in Israe who had been toCincinnati Children’z for care. “It was grear fun and very moving,” he said. The agreemenr is similar to ones the hospital has with several othef institutions inthe U.S. and Among the countries where Children’s collaboratew are Great Britain, Saudi Arabia, Indiza and China.
On the trip’s itinerary were visitsx to historical and religioussites Jewish, Christian and Muslim. Participants also met with business andgovernment leaders, including Israel’s president, Shimon Peres. “We take tripsz to Israel almost but this is the first one in memort where we took business andacademic leaders,” said Shep Englander, CEO of the Jewisn Federation. “It was abouy half non-Jewish. It worked out beautifully.” Addec Fisher, who is active with the Jewish Federation, as well as Cincinnatj Children’s: “Strengthening our relationships with Israel and capitalizing on its talents can benefitboth countries.
”
Subscribe to:
Posts (Atom)