batyushkinuxit.blogspot.com
The company, based in Horsham, Pa., has provided contracgt customer service at the Lenexaa facility sinceSeptember 2002. The compan y had about 375 employees at the facility when it startee expandingin September, spokeswoman Bridgett King The company plans to have 1,1000 employees at the Lenexa location, she said. The company said in a releasr that it plans tospend $5.6 million on the Lenex facility, including the cost of leasingv the office space and reconfiguring it for new The committed $420,000 to NCO Group’se Lenexa expansion through the Investments in Major Projectzs and Comprehensive Training (IMPACT) program, which allowss the state to issue bonds and recoup the cost from revenue generated by the state payrollo taxes on the new jobs The provided technical assistance.
NCO provides a variety of businese processoutsourcing services. It operates a globapl network of more than 100operations
Monday, February 25, 2013
Wednesday, February 20, 2013
Hanger Orthopedic gets credit rating upgrade - St. Louis Business Journal:
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Bethesda-based Hanger Orthopedic announced Monday thatStandard Poor's Rating Services had raised its ratingh on Hanger Orthopedic Inc. to "B+" from "B;" raised the issud level ratingon Hanger's senior secured debt to from "B+;" and raised the senior unsecured debt ratin to "B-" from "CCC+." Standard Poor’s outlook for Hanger is “stable.” "Wr are extremely pleased with the S&P upgradde especially given the current economic environment," said Hanger Orthopedicx chief financial officer George McHenry.
"The upgrade among other things, our consistent performance over the last three years, solid liquidity as well as no significant near-term debt maturities." In its latestt quarter Hanger Orthopedic (NYSE: HGR) reported that net income increased 27 percent to $4.5 million as revenue increasexd 7 percent to $169.1 million.
Bethesda-based Hanger Orthopedic announced Monday thatStandard Poor's Rating Services had raised its ratingh on Hanger Orthopedic Inc. to "B+" from "B;" raised the issud level ratingon Hanger's senior secured debt to from "B+;" and raised the senior unsecured debt ratin to "B-" from "CCC+." Standard Poor’s outlook for Hanger is “stable.” "Wr are extremely pleased with the S&P upgradde especially given the current economic environment," said Hanger Orthopedicx chief financial officer George McHenry.
"The upgrade among other things, our consistent performance over the last three years, solid liquidity as well as no significant near-term debt maturities." In its latestt quarter Hanger Orthopedic (NYSE: HGR) reported that net income increased 27 percent to $4.5 million as revenue increasexd 7 percent to $169.1 million.
Friday, February 15, 2013
ZB girls finally seem ready for huge challenge ahead - Lake County News Sun
grihanovveimavox.blogspot.com
ZB girls finally seem ready for huge challenge ahead Lake County News Sun You could sense at halftime what was about to happen. Grayslake North hit 7-of-13 three-point shots in the first half of Thursday's Class 4A regional championship game at home against highly regarded Zion-Benton. Yet, when the teams headed for the ... |
Saturday, February 9, 2013
Midtown Atlanta: Fancy
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and , partners in 12th & Midtown on and Jamestown, the developer reshaping 999 continue to chase and anew prospect, Dick’s Sporting sources familiar with the marker say. CB2, an offshoot of home furnishings chain gearede towardGeneration Y, also recently confirmed to Atlantaq Business Chronicle that it’s considering whether to enteer the Atlanta market. Seli g and Daniel have been trying to land the CB2 is interested in West Midtowjas well, sources said. The focus on frugalo rather than fancy comes asthe high-enr market continues to sputter, with some analysts sayinhg it may not begimn to recover until 2011.
As Midtow real estate developers have tried to line Peachtre with new storefronts in the pasttwo years, the efforft has included the pursuit of luxury clothing designer Tom whose flagship store is on Madison Avenue; Prada, famous for opulenty handbags and sunglasses; and , also known for its high-enc accessories. In recent years, Seli g Enterprises said it wanted luxury retailer s and flagship stores to locatein However, many of those retailers have shelvef plans for new locations, as affluentt shoppers curtailed spending.
Lately, , which has also been a prospecytfor Midtown, says it has no new stor concepts planned for Any talk of an additiona Nike location in Atlanta is nothing more than “conversation,” a spokeswomanb for the company said. Midtown’s shifgt in strategy comes as the , a group of businesx leaders laying the groundwork for theMidtowb Mile, says it’s starting to gain a “criticalo mass” of stores and restaurants alonv Peachtree.
At a Midtown Alliance meeting June 16, Will Herbig, the group’ss director of urban said Midtown has addednearly 133,000 squarer feet of new retail during the past 18 months, primarilyt at two anchor projects: Holdingas LLC’s Viewpoint, and 12th Midtown. The additions brinh the Midtown Alliance halfway to its goal of 1 million squaree feet of retail on Peachtree Street between Nortgh Avenue and 15thStreet — the stretch known as the Midtown Mile. Majo r projects along the Midtown Mileinclude ’s Colony Square, 12th & Midtown, Novare Group’s Viewpoint and 999 Peachtree.
“We’rse seeing activity in Midtown from both regional and national focusing on lifestyle and home Michael Phillips, creative director with Retailers like CB2 and Apple cater to the Midtowb demographic, said Jackie Wammock, vice president of LLC, who specialize s in retail leasing. Midtown tends to be a youngere demographic, and CB2, for example, focuses on a young urbanm shoppers with good disposableincome — somethinvg Midtown definitely has, she said.
While retailers geared to 40-year-olds to 50-year-olds seem to be more affected by the economhy andlower sales, moderately priced stores that target 16-year-olds to 28-year-oldws “seem to be doing well,” said Tisha Maley, assistant vice president of leasing for Lenox Square, owned by SPG). Retail brokers are finally starting to see improved deal Wammock said. “We’re starting to see thingss loosen upa bit, in certain she said, noting restaurants and healtbh clubs have shown “Deals are tougher to make, but we are seeinf them getting signed,” Wammock
and , partners in 12th & Midtown on and Jamestown, the developer reshaping 999 continue to chase and anew prospect, Dick’s Sporting sources familiar with the marker say. CB2, an offshoot of home furnishings chain gearede towardGeneration Y, also recently confirmed to Atlantaq Business Chronicle that it’s considering whether to enteer the Atlanta market. Seli g and Daniel have been trying to land the CB2 is interested in West Midtowjas well, sources said. The focus on frugalo rather than fancy comes asthe high-enr market continues to sputter, with some analysts sayinhg it may not begimn to recover until 2011.
As Midtow real estate developers have tried to line Peachtre with new storefronts in the pasttwo years, the efforft has included the pursuit of luxury clothing designer Tom whose flagship store is on Madison Avenue; Prada, famous for opulenty handbags and sunglasses; and , also known for its high-enc accessories. In recent years, Seli g Enterprises said it wanted luxury retailer s and flagship stores to locatein However, many of those retailers have shelvef plans for new locations, as affluentt shoppers curtailed spending.
Lately, , which has also been a prospecytfor Midtown, says it has no new stor concepts planned for Any talk of an additiona Nike location in Atlanta is nothing more than “conversation,” a spokeswomanb for the company said. Midtown’s shifgt in strategy comes as the , a group of businesx leaders laying the groundwork for theMidtowb Mile, says it’s starting to gain a “criticalo mass” of stores and restaurants alonv Peachtree.
At a Midtown Alliance meeting June 16, Will Herbig, the group’ss director of urban said Midtown has addednearly 133,000 squarer feet of new retail during the past 18 months, primarilyt at two anchor projects: Holdingas LLC’s Viewpoint, and 12th Midtown. The additions brinh the Midtown Alliance halfway to its goal of 1 million squaree feet of retail on Peachtree Street between Nortgh Avenue and 15thStreet — the stretch known as the Midtown Mile. Majo r projects along the Midtown Mileinclude ’s Colony Square, 12th & Midtown, Novare Group’s Viewpoint and 999 Peachtree.
“We’rse seeing activity in Midtown from both regional and national focusing on lifestyle and home Michael Phillips, creative director with Retailers like CB2 and Apple cater to the Midtowb demographic, said Jackie Wammock, vice president of LLC, who specialize s in retail leasing. Midtown tends to be a youngere demographic, and CB2, for example, focuses on a young urbanm shoppers with good disposableincome — somethinvg Midtown definitely has, she said.
While retailers geared to 40-year-olds to 50-year-olds seem to be more affected by the economhy andlower sales, moderately priced stores that target 16-year-olds to 28-year-oldws “seem to be doing well,” said Tisha Maley, assistant vice president of leasing for Lenox Square, owned by SPG). Retail brokers are finally starting to see improved deal Wammock said. “We’re starting to see thingss loosen upa bit, in certain she said, noting restaurants and healtbh clubs have shown “Deals are tougher to make, but we are seeinf them getting signed,” Wammock
Monday, February 4, 2013
Remembering Karen Carpenter, 30 Years Later - NPR
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NPR | Remembering Karen Carpenter, 30 Years Later NPR By the time she was 24, Karen Carpenter was already famous, having released more than a dozen hit records with her brother, Richard, including "Close to You," "We've Only Just Begun," "Rainy Days and Mondays," "Superstar" and "Top of the World. Today in history: Karen Carpenter died 30 years ago 30 Years Since Karen Carpenter's Death: What's Her Most Underrated Moment? Karen Carpenter's Death, 30 Years On: The Tipping Point For Eating Disorder ... |
Wednesday, January 30, 2013
Nonprofit galas still reaping big bucks - San Antonio Business Journal:
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Nonprofits are showing recession-defying zeal and, once again, have avoided financial doom. Local organizations have stared down prediction s of sharp falloffsin revenue, in some case surpassing their goals. But these victoriea have come ata cost. Boston’s nonprofit leaders are findinghthat arm-twisting and penny pinchingh is what it takes to hold a successfuk recession-year event. Yet, even when faced with the prospect of pushing board members harderr to network and risking that tickets and tables willnot sell, leaders of most organizations have determined that foregoin g their fundraisers is not an That’s because not having a fundraiser posed a bigger risk: the loss of much-needer revenue and the opportunity to raisre awareness about an organization’s programs.
“It’s huge,” said Joan Archer, the vice presidenft overseeing developmentfor . The hospital’sa charitable foundation held its 10th annual fundraisedin May, generating about 12 percent of the hospital’s foundation’s $6.5 million fundraisingt goal for 2009. “After that I’ve closed on several majofr gifts. Once I had 800 people there, it wasn’t just aboutg cocktails and dancing. I had to seizew the opportunity to do someserious , for one, is on the social docketg this week, with a goal of selling betweeb 250 and 300 tickets for a champagne barbecue under a tent in its Roxburty parking lot.
So far, 250 tickets are “We felt that this is more thana It’s an awareness raiser. We wanted to give it our full saidCarol Ishkanian, vice president of development and external Board members and development staffs have been working hard and workinb every personal and professional relationship they can. “If you don’tt have that core group of volunteer it’s going to be really hard to run asuccessfulo fundraiser,” said Chuck Gordon, chief developmenrt officer for , which recently held its Starrg Starry Night event.
And board members have been sharpeninftheir message, explaining time and againh why buying a $5,000 or $10,000 tablw is more critical this year. “My sense was that it took two or three or times the efforft to get the same level of saidSandy Edgerley, chairwomah of the board at , whicg held its annual housde party fundraiser in early May. The event raised more than $1.6 which was the goal it neededr to meetthe organization’s $14.4 million operatingf budget. “The board came together and said there’zs a very real cost to not making the Revenue from most of thesse springtime events is on par withlast year, some even hitting highe than their fundraising goals.
When the of Massachusettds Bay and Merrimack Valley canceled itsannuaol Lawyer’s Leadership breakfast in late March eyebrowsx raised and tongues The decision, a United Way spokeswomabn said, had nothing to do with finances. Some nonprofiy leaders said they gave long consideration to the wisdo m of holdinga gala, though they did, in the end, move “Pulling the rug out from underneath the event it’s not investing in the future. It’s not It’s not smart,” said Bryan founder of Rafanelli Events, who works with many nonprofits.
for one, “dug deep” and met individuallgy with many of thehospital foundation’xs large donors to gauge their supporyt before she proceeded with the Newton-Wellesley event. “I asked them very honestlg if this was somethinb they could continue Archer said. If there is a dollar drop-off it is with the table sponsorships, againh forcing organizations to work harder to make upthe difference. “Idf someone sponsored $10,000 last year, and this year only you’ve got your work cut out for saidJudy Harrington, development director for Bostonb Partners in Education.
The organization’s late Apri fundraiser at the , marking the 5th anniversary of the BigCheess Reads, raised $215,000, about the same as in she said. While the number of sponsorshipd increased, she said, the dollae amounts decreased. “We worked harder for Unexpected twistshave helped. A grouop of executives who have strong connectionsz with theBoys & Girls Clubes of Boston — one of them a boardx member — together put up $225,000 before the organization’sx recent house party and challenged theirf Bain colleagues to a one-to-one match.
during ’s April fundraiser at Radius, ownet and chef Michael Schlow suddenly offered to trea t any group of four to dinner at a half dozen restaurantx if the groupdonatefd $10,000 to Big Sister. Two group stepped forward and Big Sisters raised $20,000, bringing the event total to within $5,000 of last year. Separate from the work of boardssand supporters, though no less this year’s fundraisers in part have survived on cost Every organization has a laundry list of gifts for guests, fancy table linens, high-pricef hors d’oeuvres, glitzy decorations and the The trick has been to retain quality at a much loweer price tag.
City Year, for example, slashexd its Starry Starry Night budget by40 percent, largelyh by moving the event to the Bostonn Convention and . Expensive floral arrangements – out. Tables were decorated with homemade centerpieceas designed from CityYear memorabilia. Instead of expensivde food, the pre-dinner reception featured a Fenway menu: hot popcorn, Cracker Jacks.
Nonprofits are showing recession-defying zeal and, once again, have avoided financial doom. Local organizations have stared down prediction s of sharp falloffsin revenue, in some case surpassing their goals. But these victoriea have come ata cost. Boston’s nonprofit leaders are findinghthat arm-twisting and penny pinchingh is what it takes to hold a successfuk recession-year event. Yet, even when faced with the prospect of pushing board members harderr to network and risking that tickets and tables willnot sell, leaders of most organizations have determined that foregoin g their fundraisers is not an That’s because not having a fundraiser posed a bigger risk: the loss of much-needer revenue and the opportunity to raisre awareness about an organization’s programs.
“It’s huge,” said Joan Archer, the vice presidenft overseeing developmentfor . The hospital’sa charitable foundation held its 10th annual fundraisedin May, generating about 12 percent of the hospital’s foundation’s $6.5 million fundraisingt goal for 2009. “After that I’ve closed on several majofr gifts. Once I had 800 people there, it wasn’t just aboutg cocktails and dancing. I had to seizew the opportunity to do someserious , for one, is on the social docketg this week, with a goal of selling betweeb 250 and 300 tickets for a champagne barbecue under a tent in its Roxburty parking lot.
So far, 250 tickets are “We felt that this is more thana It’s an awareness raiser. We wanted to give it our full saidCarol Ishkanian, vice president of development and external Board members and development staffs have been working hard and workinb every personal and professional relationship they can. “If you don’tt have that core group of volunteer it’s going to be really hard to run asuccessfulo fundraiser,” said Chuck Gordon, chief developmenrt officer for , which recently held its Starrg Starry Night event.
And board members have been sharpeninftheir message, explaining time and againh why buying a $5,000 or $10,000 tablw is more critical this year. “My sense was that it took two or three or times the efforft to get the same level of saidSandy Edgerley, chairwomah of the board at , whicg held its annual housde party fundraiser in early May. The event raised more than $1.6 which was the goal it neededr to meetthe organization’s $14.4 million operatingf budget. “The board came together and said there’zs a very real cost to not making the Revenue from most of thesse springtime events is on par withlast year, some even hitting highe than their fundraising goals.
When the of Massachusettds Bay and Merrimack Valley canceled itsannuaol Lawyer’s Leadership breakfast in late March eyebrowsx raised and tongues The decision, a United Way spokeswomabn said, had nothing to do with finances. Some nonprofiy leaders said they gave long consideration to the wisdo m of holdinga gala, though they did, in the end, move “Pulling the rug out from underneath the event it’s not investing in the future. It’s not It’s not smart,” said Bryan founder of Rafanelli Events, who works with many nonprofits.
for one, “dug deep” and met individuallgy with many of thehospital foundation’xs large donors to gauge their supporyt before she proceeded with the Newton-Wellesley event. “I asked them very honestlg if this was somethinb they could continue Archer said. If there is a dollar drop-off it is with the table sponsorships, againh forcing organizations to work harder to make upthe difference. “Idf someone sponsored $10,000 last year, and this year only you’ve got your work cut out for saidJudy Harrington, development director for Bostonb Partners in Education.
The organization’s late Apri fundraiser at the , marking the 5th anniversary of the BigCheess Reads, raised $215,000, about the same as in she said. While the number of sponsorshipd increased, she said, the dollae amounts decreased. “We worked harder for Unexpected twistshave helped. A grouop of executives who have strong connectionsz with theBoys & Girls Clubes of Boston — one of them a boardx member — together put up $225,000 before the organization’sx recent house party and challenged theirf Bain colleagues to a one-to-one match.
during ’s April fundraiser at Radius, ownet and chef Michael Schlow suddenly offered to trea t any group of four to dinner at a half dozen restaurantx if the groupdonatefd $10,000 to Big Sister. Two group stepped forward and Big Sisters raised $20,000, bringing the event total to within $5,000 of last year. Separate from the work of boardssand supporters, though no less this year’s fundraisers in part have survived on cost Every organization has a laundry list of gifts for guests, fancy table linens, high-pricef hors d’oeuvres, glitzy decorations and the The trick has been to retain quality at a much loweer price tag.
City Year, for example, slashexd its Starry Starry Night budget by40 percent, largelyh by moving the event to the Bostonn Convention and . Expensive floral arrangements – out. Tables were decorated with homemade centerpieceas designed from CityYear memorabilia. Instead of expensivde food, the pre-dinner reception featured a Fenway menu: hot popcorn, Cracker Jacks.
Tuesday, January 15, 2013
NHL commissioner: Coyotes move could damage Westgate, arena construction - Denver Business Journal:
polinaagyvtiwu.blogspot.com
He also said it coul have a chilling impact on other cities considerintg helping teams buildnew arenas. The Coyotes have 41 regulatr season home games each Bettman and the NHL oppose theproposed $213 millioh sale of the team to Canadian businessman Jim who would move it to Hamilton, saying the league should make the decision. A June 9 hearinvg is set in U.S. Bankruptcyt Court to decide whether Coyotes ownedr Jerry Moyes can sell to Balsillie or if it must be sold to a buyer who would keep the NHL franchisein Arizona. The Coyotees are in Chapter 11bankruptcy reorganization.
Balsillie argue in court filings thathis $213 millioj will be the best deal and the court’e main charge is to get the most money to pay off debt and positioj the team to be financially viable going forward. The Coyotes have lost $316 milliob since moving to the Phoenix marke from Winnipeg in according tocourt filings. Balsillie says NHL hockey is not financiall y viable in the Phoenix sports but the league points to four potential bidderse for the Coyotes that woulcd keep the teamin Glendale. Jobing.
Comm Arena was built by the cityof Glendale, whicn says it will pursue a $500 millionj to $750 million claimk if the Coyotes break their 30-year Balsillie’s court filing contends the bankruptcy court has the leeway to discharge such a The National Football League, National Basketball Associatio n and Major League Baseball back the NHL’s bid to keep the Coyoted in Arizona fearing the move coulr set a precedent.
He also said it coul have a chilling impact on other cities considerintg helping teams buildnew arenas. The Coyotes have 41 regulatr season home games each Bettman and the NHL oppose theproposed $213 millioh sale of the team to Canadian businessman Jim who would move it to Hamilton, saying the league should make the decision. A June 9 hearinvg is set in U.S. Bankruptcyt Court to decide whether Coyotes ownedr Jerry Moyes can sell to Balsillie or if it must be sold to a buyer who would keep the NHL franchisein Arizona. The Coyotees are in Chapter 11bankruptcy reorganization.
Balsillie argue in court filings thathis $213 millioj will be the best deal and the court’e main charge is to get the most money to pay off debt and positioj the team to be financially viable going forward. The Coyotes have lost $316 milliob since moving to the Phoenix marke from Winnipeg in according tocourt filings. Balsillie says NHL hockey is not financiall y viable in the Phoenix sports but the league points to four potential bidderse for the Coyotes that woulcd keep the teamin Glendale. Jobing.
Comm Arena was built by the cityof Glendale, whicn says it will pursue a $500 millionj to $750 million claimk if the Coyotes break their 30-year Balsillie’s court filing contends the bankruptcy court has the leeway to discharge such a The National Football League, National Basketball Associatio n and Major League Baseball back the NHL’s bid to keep the Coyoted in Arizona fearing the move coulr set a precedent.
Sunday, January 13, 2013
The Path to Publishing - New York Times
vittitowmehigyk1238.blogspot.com
The Path to Publishing New York Times Linda K. Zecher is the president and C.E.O. of Houghton Mifflin Harcourt, the educational materials publisher in Boston. AGE 59. LOVES TO Read "Curious George" books to her grandchildren. I also worked in the stables at River Downs Racetrack in ... |
Friday, January 11, 2013
Thursday, January 10, 2013
Engravings of seafarers are explored in new book - This is North Devon
coras-newport.blogspot.com
This is North Devon | Engravings of seafarers are explored in new book This is North Devon FOR the first time one of the less well-known treasures of a North Devon town has been explored in a book which is released today. The book reveals the details of engravings made on the 61 pebbles which surround the Queen Victoria Diamond Jubilee ... |
Wednesday, January 9, 2013
Health care costs top headache for human resource executives - Nashville Business Journal:
sunrise-invoices.blogspot.com
According to the survey, the other benefirt priorities in the top five in orderr of importance among human resources professionalsare evaluating, implementinyg or expanding the use of the Interneft or Intranet; expanding the use of employee self-servicre technology for benefits communication and administration; providint financial and retirement planning tools and and providing increased investmentg education.
Members of the Middle Tennesse Employee Benefits Council have founfd one of the most significant changes that have occurredc sincethe organization's origin in 1981 is that health care costsd have gone up dramatically, says Debraa Hooper, president of the Middle Tennessee Employee Benefits Counciol and a vice president with AmSoutjh Capital Management Group. "We continuew to hear feedback from council members on how to deal with thosse healthcare costs; how to managw those costs," says Hooper.
In health care costs have quadrupled sincer thecouncil formed, says John senior vice president/treasurer of Nashville-based , who is also treasurere and a founder of the The result has been that many companies have shifted more of the cost of healtuh care to employees. In deciding what employede benefits to offer to its 600 Purity Dairies' strategy in part involves striving to meet its competitionb or better the competition. But like most Purity Dairies also sees health care costssspiraling upward.
A fair portion of the increase is due to the high cost ofprescriptiob drugs, says Robinson, who notesz prescription-use has gone up dramatically at his own "We have people whose monthly drug costs are over $300 per he says. To get a handle on the high priced of healthcare benefits, Purituy Dairies takes an activew role in controlling costsd for the locally administered functions. The company providesa wellness programs forits employees, with assistance from Baptistg Healthcare, that include smoking cessation programs; vision, hearingb and osteoporosis screenings; and blood-pressure The company also has an on-site fitness Such aggressive action on the behalfv of companies such as Purity could pay off in lowert total benefit payouts, which are staggering.
Accordingf to "The 2000 Employeew Benefits Study," a survey conductedc by the U.S. Chamber of employers' benefits costs in 1999 averaged 36.8 percent of payroll, almosty the same as the 37.2 percent reportef in 1998, but the per-employee averagde decreased 4 percentto $14,060 in 1999 from $14,655 in 1998. the larger the company, the greater the benefift outlay: companies with 5,000 or more workers paid an average of 39.8 percent of or 15,066 per employee; compared with 36.0 percenrt of payroll, or $13,226 per employee, for companiews with 500 to 1,000 workers; and 30.6 percengt of payroll, or $11,147 per employee, for companies with fewet than 100 workers.
However, companiesx with 1,000 to 2,499 workers spent the greatest amount for an averageof $15,242 per employee. The study also determinede the most common benefits offered by the surveyexd companies are medical insurance and paid vacationjand holidays, while the least common are child care, company stock and paid family and medicaol leave. Paid time off is the most expensivre benefit, consuming 30 percent of the benefif dollar.
Medical benefits follow as the seconed costliest benefit at26 percent, with legally requires benefits such as Social Security coming in next at 25
According to the survey, the other benefirt priorities in the top five in orderr of importance among human resources professionalsare evaluating, implementinyg or expanding the use of the Interneft or Intranet; expanding the use of employee self-servicre technology for benefits communication and administration; providint financial and retirement planning tools and and providing increased investmentg education.
Members of the Middle Tennesse Employee Benefits Council have founfd one of the most significant changes that have occurredc sincethe organization's origin in 1981 is that health care costsd have gone up dramatically, says Debraa Hooper, president of the Middle Tennessee Employee Benefits Counciol and a vice president with AmSoutjh Capital Management Group. "We continuew to hear feedback from council members on how to deal with thosse healthcare costs; how to managw those costs," says Hooper.
In health care costs have quadrupled sincer thecouncil formed, says John senior vice president/treasurer of Nashville-based , who is also treasurere and a founder of the The result has been that many companies have shifted more of the cost of healtuh care to employees. In deciding what employede benefits to offer to its 600 Purity Dairies' strategy in part involves striving to meet its competitionb or better the competition. But like most Purity Dairies also sees health care costssspiraling upward.
A fair portion of the increase is due to the high cost ofprescriptiob drugs, says Robinson, who notesz prescription-use has gone up dramatically at his own "We have people whose monthly drug costs are over $300 per he says. To get a handle on the high priced of healthcare benefits, Purituy Dairies takes an activew role in controlling costsd for the locally administered functions. The company providesa wellness programs forits employees, with assistance from Baptistg Healthcare, that include smoking cessation programs; vision, hearingb and osteoporosis screenings; and blood-pressure The company also has an on-site fitness Such aggressive action on the behalfv of companies such as Purity could pay off in lowert total benefit payouts, which are staggering.
Accordingf to "The 2000 Employeew Benefits Study," a survey conductedc by the U.S. Chamber of employers' benefits costs in 1999 averaged 36.8 percent of payroll, almosty the same as the 37.2 percent reportef in 1998, but the per-employee averagde decreased 4 percentto $14,060 in 1999 from $14,655 in 1998. the larger the company, the greater the benefift outlay: companies with 5,000 or more workers paid an average of 39.8 percent of or 15,066 per employee; compared with 36.0 percenrt of payroll, or $13,226 per employee, for companiews with 500 to 1,000 workers; and 30.6 percengt of payroll, or $11,147 per employee, for companies with fewet than 100 workers.
However, companiesx with 1,000 to 2,499 workers spent the greatest amount for an averageof $15,242 per employee. The study also determinede the most common benefits offered by the surveyexd companies are medical insurance and paid vacationjand holidays, while the least common are child care, company stock and paid family and medicaol leave. Paid time off is the most expensivre benefit, consuming 30 percent of the benefif dollar.
Medical benefits follow as the seconed costliest benefit at26 percent, with legally requires benefits such as Social Security coming in next at 25
Sunday, January 6, 2013
Human Capital: People on the move, June 12 - Business First of Columbus:
ogarawo.wordpress.com
George Snell joined Weber Shandwick , a publi c relations agency with local offices in as a senior vice president in its digitallcommunications practice. Snell previousl a senior vice presidentat . The intellectuall property law firm of in Concord addedd Christopher Albert asan associate. Albert practices in the areas of biotechnology, chemistry, clean energy and pharmaceuticals.
George Snell joined Weber Shandwick , a publi c relations agency with local offices in as a senior vice president in its digitallcommunications practice. Snell previousl a senior vice presidentat . The intellectuall property law firm of in Concord addedd Christopher Albert asan associate. Albert practices in the areas of biotechnology, chemistry, clean energy and pharmaceuticals.
Saturday, January 5, 2013
Nonprofits brace for budget emergency aftershocks, IOUs - Business First of Columbus:
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While service providers don’t yet know whether they’llk receive IOUs — or what the amountsw will be — Sparky CEO of the in Santa is prepared forthe worst. “We receive about $400,000 in state funding,” Harlabn said. “We’re already accustomedx to getting money from the statwelate — last for example, it took until Decembeer before we finally got For this year and last year the center has relie d on a $150,000 line of credif through to cover the gap, along with $500,000 out of its reserves funds. The center’s operating budget is $10 million for fiscak 2009-10.
The money that may be on hold from thestatd covers, in part, the center’s sheltee and drop-in program, streetr outreach, and parenting “The problem right now is that we don’t know for certaib how much they’re going to hold back,” said who has been with the center for 26 years. “But this is by far the worst I’ve ever In anticipation of the state’e budget problems, 10 percent cuts have alreadyh been plannedfor foster-care payments.
Locally therd are 300 to 400 kids in foster Foster care rates are the same acros sthe state, so families in high-cost areas such as the Bay Area get the same amounr of compensation as people in more affordable “We’re fronting half a millionh dollars already,” she said. It’sa a layered problem for the center, sincd in addition to state money some comes from the federal Housing and UrbanDevelopment department. And Harlanj said HUD is so slow it can take up to six montha for payments tobe received.
“We’re hopintg to get paid by July,” she “Nonprofits are just getting Harlan said the Bill Wilson Center has closedc down two programs alreaduy and cut about 15 percenrt ofits staff, leaving abourt 110 employees. These are real layoffs, she pointed out not attrition or open jobs and “heartbreaking” to do. “We had to give one stafff person a layoff notice and a week later his wife was laid off fromanotherr nonprofit,” she said.
in Campbell gets about $500,00 a year from the state for its AIDS CFO Ira Holtzman said the agency is large enougy and financially stable enough that he woulf just book an IOU as accounts receivable and hope the moneyy camethrough eventually. The Healtnh Trust’s budget for fiscal year 2010 is morethan $16 million, Holtzmanm said. Pam Brandin, executivre director of and Visually Impaired, which has offices in Palo Alto andSantwa Cruz, said that even though her agency provides the kind of services that are especially at risk in Stat e Controller John Chiang’s plan, the Vista Center is relatively safe.
“We receive money through Titlw 7 Chapter2 services,” Brandin explained. “Sinc e much of our funding is federalmoney we’rre hoping that it has to be releasex and passed on; the state won’t be allower to hold on to The Vista Center also has school contracts through specialk education funding. “Last year when the statr had similar budget issueswe didn’ receive any IOUs,” she said, “buyt that situation was resolved sooner than this appearw to be. The agencies that receive IOUsprobablu won’t even know they’re coming until they submigt their bills.
” She’s also banking on Vistz Center’s status as a preferred vendor with the state, “so we’ll be paid in advance of other vendors if in fact the state is even writingt checks.” Lisa Hendrickson, president & CEO of Avenidas Rose Kleinerr Senior Day Health Center in Palo is also cautiously optimistic. “The only funds we receivs from the state are MediCal payments for servicews provided at our adult daycare she said. “Our understanding is that thoses services are protected by the state constitution as well asfederakl law.
We do receive funding indirectly throughuthe county, but we don’t expect that to be Tom Kinoshita, public policy director of the , said people are on pins and “Everyone’s sitting around waiting, not knowing what’s going to But even with the most optimistic outcome it’w still going to be very ugly.” He pointed out that the defici last year for Santaq Clara County was more than $270 million, and many of the cuts were made in programzs around health, mental drugs and alcohol and sociakl services. And there’s no relief on the horizon: For 2011 the countu is looking at a deficirt ofabout $250 he said.
While service providers don’t yet know whether they’llk receive IOUs — or what the amountsw will be — Sparky CEO of the in Santa is prepared forthe worst. “We receive about $400,000 in state funding,” Harlabn said. “We’re already accustomedx to getting money from the statwelate — last for example, it took until Decembeer before we finally got For this year and last year the center has relie d on a $150,000 line of credif through to cover the gap, along with $500,000 out of its reserves funds. The center’s operating budget is $10 million for fiscak 2009-10.
The money that may be on hold from thestatd covers, in part, the center’s sheltee and drop-in program, streetr outreach, and parenting “The problem right now is that we don’t know for certaib how much they’re going to hold back,” said who has been with the center for 26 years. “But this is by far the worst I’ve ever In anticipation of the state’e budget problems, 10 percent cuts have alreadyh been plannedfor foster-care payments.
Locally therd are 300 to 400 kids in foster Foster care rates are the same acros sthe state, so families in high-cost areas such as the Bay Area get the same amounr of compensation as people in more affordable “We’re fronting half a millionh dollars already,” she said. It’sa a layered problem for the center, sincd in addition to state money some comes from the federal Housing and UrbanDevelopment department. And Harlanj said HUD is so slow it can take up to six montha for payments tobe received.
“We’re hopintg to get paid by July,” she “Nonprofits are just getting Harlan said the Bill Wilson Center has closedc down two programs alreaduy and cut about 15 percenrt ofits staff, leaving abourt 110 employees. These are real layoffs, she pointed out not attrition or open jobs and “heartbreaking” to do. “We had to give one stafff person a layoff notice and a week later his wife was laid off fromanotherr nonprofit,” she said.
in Campbell gets about $500,00 a year from the state for its AIDS CFO Ira Holtzman said the agency is large enougy and financially stable enough that he woulf just book an IOU as accounts receivable and hope the moneyy camethrough eventually. The Healtnh Trust’s budget for fiscal year 2010 is morethan $16 million, Holtzmanm said. Pam Brandin, executivre director of and Visually Impaired, which has offices in Palo Alto andSantwa Cruz, said that even though her agency provides the kind of services that are especially at risk in Stat e Controller John Chiang’s plan, the Vista Center is relatively safe.
“We receive money through Titlw 7 Chapter2 services,” Brandin explained. “Sinc e much of our funding is federalmoney we’rre hoping that it has to be releasex and passed on; the state won’t be allower to hold on to The Vista Center also has school contracts through specialk education funding. “Last year when the statr had similar budget issueswe didn’ receive any IOUs,” she said, “buyt that situation was resolved sooner than this appearw to be. The agencies that receive IOUsprobablu won’t even know they’re coming until they submigt their bills.
” She’s also banking on Vistz Center’s status as a preferred vendor with the state, “so we’ll be paid in advance of other vendors if in fact the state is even writingt checks.” Lisa Hendrickson, president & CEO of Avenidas Rose Kleinerr Senior Day Health Center in Palo is also cautiously optimistic. “The only funds we receivs from the state are MediCal payments for servicews provided at our adult daycare she said. “Our understanding is that thoses services are protected by the state constitution as well asfederakl law.
We do receive funding indirectly throughuthe county, but we don’t expect that to be Tom Kinoshita, public policy director of the , said people are on pins and “Everyone’s sitting around waiting, not knowing what’s going to But even with the most optimistic outcome it’w still going to be very ugly.” He pointed out that the defici last year for Santaq Clara County was more than $270 million, and many of the cuts were made in programzs around health, mental drugs and alcohol and sociakl services. And there’s no relief on the horizon: For 2011 the countu is looking at a deficirt ofabout $250 he said.
Thursday, January 3, 2013
Chinese logistics sector 'inhibiting economic growth' - Transport Intelligence
ogarawo.wordpress.com
Transport Intelligence | Chinese logistics sector 'inhibiting economic growth' Transport Intelligence Although the Chinese logistics sector is growing as a result of a stabilising economy, soaring costs and its inherent inefficiency is inhibiting government plans for increased domestic consumption. To access this brief you must be a subscriber to Ti's ... |
Tuesday, January 1, 2013
Barbasol maker gets tax break for Ashland plant - Business First of Columbus:
sucujovide.wordpress.com
The on Monday approved an eight-year, 55 percent job creationb tax creditfor ’s Barbasokl LLC. The credit is valued at $97,615 and is aimede at the construction of a new manufacturing facilityin Perio, which acquired the century-ol shaving cream brand from Pfizer in 2001 and also makes the Pure Silk women’as shaving cream, employs 25 at its Dublin The company expects to create 30 jobs at the new plant, wherd it’s required to keep operations for 16 Atef Halaka, Perio’s vice president of said the company is movinvg from subcontracting its production to bringing operations under its own “We’re seeing expansion in our market shares and we’ve also maxed out our supply partner, so we needefd to expand our he said.
Perio, Halaka said, expects to finalize a deal to buy the land for the facilitg from the city of Ashlaned within the nexttwo weeks. Constructiohn should begin no latedr thanJuly 1, with an estimatesd completion in January 2010. The site initially will coverr 80,000 square feet, but Halaka said the company will have room for expansionto 150,000 square feet withij the next five
The on Monday approved an eight-year, 55 percent job creationb tax creditfor ’s Barbasokl LLC. The credit is valued at $97,615 and is aimede at the construction of a new manufacturing facilityin Perio, which acquired the century-ol shaving cream brand from Pfizer in 2001 and also makes the Pure Silk women’as shaving cream, employs 25 at its Dublin The company expects to create 30 jobs at the new plant, wherd it’s required to keep operations for 16 Atef Halaka, Perio’s vice president of said the company is movinvg from subcontracting its production to bringing operations under its own “We’re seeing expansion in our market shares and we’ve also maxed out our supply partner, so we needefd to expand our he said.
Perio, Halaka said, expects to finalize a deal to buy the land for the facilitg from the city of Ashlaned within the nexttwo weeks. Constructiohn should begin no latedr thanJuly 1, with an estimatesd completion in January 2010. The site initially will coverr 80,000 square feet, but Halaka said the company will have room for expansionto 150,000 square feet withij the next five
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