http://www.thebreakpage.com/2007/01/28/reilly-slams-scars/
Big Huge Games’ seller, , had said in Marchg it would close the company if a buyer coulxd not be found withintwo months. Detailsa on how the deal came togethedwith Schilling’s company were not immediately The sale means Big Huge Games, whicbh employed about 120 in its Timonium, Md., offices when THQ bought it a year ago, will keep its presences among Maryland's community of video game The company has been working on a forthcoming role-playing game and is knowbn for titles such as adapted from a populare board game, and the “Risd of Nations” series. Big Huge Games' Maryland office will remaij open. The company's 70 employees will join with Mass.
-based 38 Studios' 75 employees to be dividede among the two site s depending on where future projectsare planned, 38 Studios spokeswomah Andrea Schneider said. Big Huge Gamew and 38 Studios did not disclose the terms of the 38Studios — named for Schilling’a jersey number — is working on its firsg game to be released in 2010. The a massively multiplayer online role-playing game, is codenamed Copernicus.
“The acquisition of Big Huge Game s will be tremendously beneficial to the market position, financial stability, and long-term succesa of 38 Studios,” Brett Close, 38 Studios’ CEO, said in a “The acquisition enables us to develop and deliver top-qualituy games in multiple genres that are based in a sharerd world, ultimately maximizing the value of our Copernicus [game] and the intellectualp property as a Losses at Agoura Hills, Calif.-based THQ THQI) had been mounting as sales fell. The company posted a $431 million deficit in its most recengtfiscal year, which ended March 31.
It said in financial statementsw last year that it had closed five studios and laid off 250 peopl e attwo others. THQ notifie the state Departmentof Labor, Licensing and Regulation earlied this year that it woulf lay off 124 workers in a closure to be effectivre May 15. Layoffs to cut that work force down to 70 took placee beforethe acquisition, Schneider Schilling founded 38 Studios in 2006. He is known for leading the Red Sox in 2004 to their first World Series winsinced 1918. He was also a Baltimore Oriolee from 1988to 1990.
Tuesday, February 28, 2012
Sunday, February 26, 2012
New England maple industry at risk from beetle - Foster's Daily Democrat
http://www.carwheelsgo.com/bfgoodrich/bfgoodrichpneu/
CBC.ca | New England maple industry at risk from beetle Foster's Daily Democrat This centuries-old tradition of tapping maple trees for sap to make syrup is threatened by the spread of the Asian longhorned beetle (ALB), which kills maple trees and travels on infested firewood. Native to Asia, the ALB kills many typ es of North ... US Maple Syrup Industry at Risk |
Friday, February 24, 2012
NCO trims 1Q loss - Kansas City Business Journal:
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million in the firsgt quarter, compared to a $9.2 million loss in the same periosdof 2008. NCO said the net loss included $443,000 of restructuring charges primarilyh related to the acquisition of OutsourcingSolutions Inc. in 2007. The 2008 first-quartee loss included a noncash allowance for impairment of purchases accounts receivableof $6.2 millio n and $5.5 million of restructuring and other nonrecurring charges primaril y related to the acquisition of OSI and Systems & Services Technologies Inc. Revenues were up to $402 millio n from $365 million in first quarter 2008.
NCO is organize d into three operating divisions: Accounts Receivable Management (ARM), Customer Relationship Managemenf (CRM) and Portfolio Management (PM). The additional revenue was primarily the resulr of increased volume from new and existing clientw as they continued to increasew their use of outsource partnere in order to meet staffing needs in a risin gdelinquency environment. This was partially offset by reduced collections as a result of the ongoingf difficulteconomic climate.
During the quarter, the CRM divisionb operated above its revenue and profitability targets primarilt as a result of better than expected volumews fromexisting clients, as well as increase work force efficiencies. During the PM operated below revenue target and slightl y above itsprofitability target. PM's lower revenue was primarilyg a result of less than expectedc purchases duringthe quarter. NCO was taken privatd in 2006 by a grouo including CEOMichael J. Barrist, other NCO executiveas and One Equity PartnersII LP.
million in the firsgt quarter, compared to a $9.2 million loss in the same periosdof 2008. NCO said the net loss included $443,000 of restructuring charges primarilyh related to the acquisition of OutsourcingSolutions Inc. in 2007. The 2008 first-quartee loss included a noncash allowance for impairment of purchases accounts receivableof $6.2 millio n and $5.5 million of restructuring and other nonrecurring charges primaril y related to the acquisition of OSI and Systems & Services Technologies Inc. Revenues were up to $402 millio n from $365 million in first quarter 2008.
NCO is organize d into three operating divisions: Accounts Receivable Management (ARM), Customer Relationship Managemenf (CRM) and Portfolio Management (PM). The additional revenue was primarily the resulr of increased volume from new and existing clientw as they continued to increasew their use of outsource partnere in order to meet staffing needs in a risin gdelinquency environment. This was partially offset by reduced collections as a result of the ongoingf difficulteconomic climate.
During the quarter, the CRM divisionb operated above its revenue and profitability targets primarilt as a result of better than expected volumews fromexisting clients, as well as increase work force efficiencies. During the PM operated below revenue target and slightl y above itsprofitability target. PM's lower revenue was primarilyg a result of less than expectedc purchases duringthe quarter. NCO was taken privatd in 2006 by a grouo including CEOMichael J. Barrist, other NCO executiveas and One Equity PartnersII LP.
Wednesday, February 22, 2012
The Common Cent$ Diet e-book Addresses Needs of 86 Million Do-it-Yourself ... - San Francisco Chronicle (press release)
afukakuja.wordpress.com
The Common Cent$ Diet e-book Addresses Needs of 86 Million Do-it-Yourself ... San Francisco Chronicle (press release) Two leading weight loss experts, Susan Burke March, Registered Dietitian/Author/Consultant, and John LaRosa, a leading 23-year analyst of the weight loss market, have co-authored a new 115-page e-book entitled: The Common Cent$ Diet For The Busy Girl: ... |
Monday, February 20, 2012
What is your company doing to deal with rising health insurance rates? - Kansas City Business Journal:
xotavaloso.blogspot.com
In addition, this year we are offerinfg two health insurance plans that offer different levels ofbenefitxs and, of course, different premium Employees are able to tailo r their health coverage to theitr particular needs. We are also considering a high-deductiblse health plan with a health savings account that would providre another level of choice for employees and enable them to manag e health care costsmore directly. CFO, One of the best ways to reduc health care costs is through prevention andearly detection. For this reason, the majorithy of ’s available health care plans cover the expensd for preventative healthcare services, such as flu shot s and annual exams.
Living a healthy lifestylew is also an important preventative care Throughthe company’s health and wellness initiatives, professionals have accessx to physical fitness programs and activities, as well as educationakl tools that include eating modification, stress management and smokingb cessation. In addition, Black Veatch subsidizes physical assessmentsd and wellness evaluations to provide professionals with a baseliner of information for developing their individual healtyh andwellness goals. Vice president, employeed services and rewards At JEDunn Construction, we believe that employeese provide our greatest strategifc advantage.
Consequently, we provide employees the most competitivre benefitpackage available. We currently utilize an alternativse funding strategy and continually benchmark our plands from a design cost andutilizatiohn perspective. In 2005, we introduced the DunnWell program to providr employees with important information about their persona l health through annualscreening events, a health-risk and a variety of classees and other health improvement opportunities. During we added a health enhancement coordinator to our team to assistf our employees with health andfitness planning.
As a resulft of these efforts, our annualizefd trend rate is under 5 This success has been achieved without benefit reductionds or significant cost increases toour employees. We are also excitede about the construction of our newcorporate headquarters, whic h will include a 2,000-square-foot, state-of-the-art fitness center that will be free to our CFO, Two West moved to a health reimbursemenr account plan two years ago. Under the HRA the deductible increased significantly, but we reimburse the full amoun t of the deductible for theemployee only. The HRA plan reducesd our health insurance premiunm by38 percent.
We used part of the savingds to expand our benefit offerings and now paythe employee-onlh full premium for dental, life, short- and long-term disability, and long-term care. For employees who must cover their spousesand children, we have a flexible spendingf account in place to help offset the costs of premiums and This requires a degree of planninb with our employees, but we are willinh to spend the extra time to offer the best benefitx to our employees at a reasonable pricse to the employer.
CFO,
In addition, this year we are offerinfg two health insurance plans that offer different levels ofbenefitxs and, of course, different premium Employees are able to tailo r their health coverage to theitr particular needs. We are also considering a high-deductiblse health plan with a health savings account that would providre another level of choice for employees and enable them to manag e health care costsmore directly. CFO, One of the best ways to reduc health care costs is through prevention andearly detection. For this reason, the majorithy of ’s available health care plans cover the expensd for preventative healthcare services, such as flu shot s and annual exams.
Living a healthy lifestylew is also an important preventative care Throughthe company’s health and wellness initiatives, professionals have accessx to physical fitness programs and activities, as well as educationakl tools that include eating modification, stress management and smokingb cessation. In addition, Black Veatch subsidizes physical assessmentsd and wellness evaluations to provide professionals with a baseliner of information for developing their individual healtyh andwellness goals. Vice president, employeed services and rewards At JEDunn Construction, we believe that employeese provide our greatest strategifc advantage.
Consequently, we provide employees the most competitivre benefitpackage available. We currently utilize an alternativse funding strategy and continually benchmark our plands from a design cost andutilizatiohn perspective. In 2005, we introduced the DunnWell program to providr employees with important information about their persona l health through annualscreening events, a health-risk and a variety of classees and other health improvement opportunities. During we added a health enhancement coordinator to our team to assistf our employees with health andfitness planning.
As a resulft of these efforts, our annualizefd trend rate is under 5 This success has been achieved without benefit reductionds or significant cost increases toour employees. We are also excitede about the construction of our newcorporate headquarters, whic h will include a 2,000-square-foot, state-of-the-art fitness center that will be free to our CFO, Two West moved to a health reimbursemenr account plan two years ago. Under the HRA the deductible increased significantly, but we reimburse the full amoun t of the deductible for theemployee only. The HRA plan reducesd our health insurance premiunm by38 percent.
We used part of the savingds to expand our benefit offerings and now paythe employee-onlh full premium for dental, life, short- and long-term disability, and long-term care. For employees who must cover their spousesand children, we have a flexible spendingf account in place to help offset the costs of premiums and This requires a degree of planninb with our employees, but we are willinh to spend the extra time to offer the best benefitx to our employees at a reasonable pricse to the employer.
CFO,
Saturday, February 18, 2012
Trafficking to be part of child sexual offence bill - Times of India
gonyzyf.wordpress.com
Trafficking to be part of child sexual offence bill Times of India NEW DELHI: Concerned over the trafficking and sexual abuse of children seen in recent times in the Falak case, the government has introduced trafficking of minors for sexual abuse as an offence under its flagship legislation. |
Wednesday, February 15, 2012
Ohio sues three foreclosure rescue firms - Business Courier of Cincinnati:
ovaluleq.wordpress.com
Cordray’s office said Thursdayh that it filed lawsuitsagainst , LLC and Michaep Brotherton, who does business as in the Daytonn area. The state is looking to shut downthe companies’ operationzs in Ohio. The suit against 21st Century Legao Services alleges it promised to help homeownerw restructure loans for a fee ofbetween $1,5090 and $2,600. The company, Cordray’s officee said, told customers to stop making payment on their home loans with the expectatiomn that the firm would take care ofthe rest. The state outlines similar claims against the other two firmesbeing sued.
Cordray’s office said it has issued 23 cease-and-desist noticez to 21st Centuryand Cleveland-basex Foreclosure Home Assistance since May. It’s charging each company with a violatioh of state consumer law and the DebtAdjusters Act, seekinhg reimbursement for customers and looking to levy a $25,00 penalty for each violation of statde law. The state didn’t outline the extent of the complaintxs it received onthe companies. A representative for Cordray’zs office wasn’t immediately available to A message seeking comment was left with 21st Centur yThursday afternoon. Contact information for Foreclosure Assistanc andBrotherton wasn’t available.
Cordray’s office said Thursdayh that it filed lawsuitsagainst , LLC and Michaep Brotherton, who does business as in the Daytonn area. The state is looking to shut downthe companies’ operationzs in Ohio. The suit against 21st Century Legao Services alleges it promised to help homeownerw restructure loans for a fee ofbetween $1,5090 and $2,600. The company, Cordray’s officee said, told customers to stop making payment on their home loans with the expectatiomn that the firm would take care ofthe rest. The state outlines similar claims against the other two firmesbeing sued.
Cordray’s office said it has issued 23 cease-and-desist noticez to 21st Centuryand Cleveland-basex Foreclosure Home Assistance since May. It’s charging each company with a violatioh of state consumer law and the DebtAdjusters Act, seekinhg reimbursement for customers and looking to levy a $25,00 penalty for each violation of statde law. The state didn’t outline the extent of the complaintxs it received onthe companies. A representative for Cordray’zs office wasn’t immediately available to A message seeking comment was left with 21st Centur yThursday afternoon. Contact information for Foreclosure Assistanc andBrotherton wasn’t available.
Monday, February 13, 2012
Florida dealership chain drives 'superstore' model to Houston - Birmingham Business Journal:
hustbelogehy1857.blogspot.com
The local facility, which can accommodate 150 cars, is significantlyt larger thanCarBiz Inc.'s existinfg 26 dealerships spread throughout eighf states. CarBiz, which trades on the Over-the-Countet Bulletin Board, is self-described as the fourth-larges t "Buy Here, Pay Here" car dealership chaibn in the United Buyers can finance vehicles only directly througghthe dealership. With 60 percent of all car buyerzs needing some form ofsubprime financing, the Houston marketr is a prime demographic for says CEO Carl Ritter. "We finance people with poor creditt rather than a bank or finance company lendingthem money," Ritter says.
The average vehiclwe at the 10,000-square-foot facility has a price tag of compared with lessthan $6,009 at a typical CarBiz store. "Houston is a very solix market for this kindof business," Ritterf says. "One of the best." The company expects the Houstoj dealership at 8245 North Freeway to generate overall unit sale up to four times more than a typicalCarBia store. "The superstore modelp is a project that we have been analyzing for some Ritter says. "We expect it to add significanft revenue and earnings to our Buy Here Pay Here division and we hope to add additiona superstores inthe future.
" Local CarBixz buyers will be offererd contract terms of up to four years. Ritter says this will increase revenue by allowing the companu to maintain customers longer and exposwe them to alternative financial servicex such as pay day loans andchecj cashing. Since CarBiz typically clusterws facilities, he expects that the company will open more locations in the Houston To spearhead the newlg formed superstore operationin Houston, CarBizz paid $16 million to acquire about 1,50 used car and trucko loans from a Chicago hedge fund. they'll buy and finance again," says Ritter. "Thixs gives us a head start in getting the business up andrunninbg quicker.
" The company has hiredr 10 employees and will probably peak at abou 25, Ritter says. CarBiz enteredc the market in 2004 with a locatiohnin Palmetto, Fla. The company has since added two more credif centers inFlorida -- in Tampa and St. Petersburb -- and recently acquired a largse regional chain in the Competitorsinclude America's Car Mart, which tradews on the NASDAQ exchange but has no locationws in the Houston area, and and AutoNation USA, both with several locationsx in the Bayou City. Walter Wainwright, presideny of the , says he's not surprisecd a company like CarBiz would look to Houstobnto expand.
"Houston's a growing market that has been a littld bit stronger than other parts of the country for the last couplerof years," he says. The associatio represents 180 franchise new car dealers that sell both new and used vehiclese and help with financingthose vehicles. Wainwright estimatesz that last year alone thos dealers sold morethan 350,00 0 new cars and between 150,000 and 200,000 used vehicles. "This is a big, big businesd and Houston's a big Wainwright says.
The local facility, which can accommodate 150 cars, is significantlyt larger thanCarBiz Inc.'s existinfg 26 dealerships spread throughout eighf states. CarBiz, which trades on the Over-the-Countet Bulletin Board, is self-described as the fourth-larges t "Buy Here, Pay Here" car dealership chaibn in the United Buyers can finance vehicles only directly througghthe dealership. With 60 percent of all car buyerzs needing some form ofsubprime financing, the Houston marketr is a prime demographic for says CEO Carl Ritter. "We finance people with poor creditt rather than a bank or finance company lendingthem money," Ritter says.
The average vehiclwe at the 10,000-square-foot facility has a price tag of compared with lessthan $6,009 at a typical CarBiz store. "Houston is a very solix market for this kindof business," Ritterf says. "One of the best." The company expects the Houstoj dealership at 8245 North Freeway to generate overall unit sale up to four times more than a typicalCarBia store. "The superstore modelp is a project that we have been analyzing for some Ritter says. "We expect it to add significanft revenue and earnings to our Buy Here Pay Here division and we hope to add additiona superstores inthe future.
" Local CarBixz buyers will be offererd contract terms of up to four years. Ritter says this will increase revenue by allowing the companu to maintain customers longer and exposwe them to alternative financial servicex such as pay day loans andchecj cashing. Since CarBiz typically clusterws facilities, he expects that the company will open more locations in the Houston To spearhead the newlg formed superstore operationin Houston, CarBizz paid $16 million to acquire about 1,50 used car and trucko loans from a Chicago hedge fund. they'll buy and finance again," says Ritter. "Thixs gives us a head start in getting the business up andrunninbg quicker.
" The company has hiredr 10 employees and will probably peak at abou 25, Ritter says. CarBiz enteredc the market in 2004 with a locatiohnin Palmetto, Fla. The company has since added two more credif centers inFlorida -- in Tampa and St. Petersburb -- and recently acquired a largse regional chain in the Competitorsinclude America's Car Mart, which tradews on the NASDAQ exchange but has no locationws in the Houston area, and and AutoNation USA, both with several locationsx in the Bayou City. Walter Wainwright, presideny of the , says he's not surprisecd a company like CarBiz would look to Houstobnto expand.
"Houston's a growing market that has been a littld bit stronger than other parts of the country for the last couplerof years," he says. The associatio represents 180 franchise new car dealers that sell both new and used vehiclese and help with financingthose vehicles. Wainwright estimatesz that last year alone thos dealers sold morethan 350,00 0 new cars and between 150,000 and 200,000 used vehicles. "This is a big, big businesd and Houston's a big Wainwright says.
Saturday, February 11, 2012
Streamline jumps into black for 1Q - Philadelphia Business Journal:
oryzacody.wordpress.com
The software company reportee net incomeof $16,300, or zero cents per compared to a net loss of or 9 cents per share, in the year-agoi quarter. Revenues grew to $3.8 millioh from $3.6 million. The one analyst who covers the company expectedr a net loss of 2 cents on revenuesaof $3.5 million. Systems sales and service, maintenancwe and support revenues both rose 12 percent duringthe quarter, whil application hosting services revenues fell 23 percent, the companyt said in a news release. “We continue to make progressw in moving this business forwardr to the point of becoming consistently that is our mainstrategic goal,” said CEO Bria Patsy in the release.
In early June, Streamline won a contracft valued at morethan $1 million to integratr its document workflow solutions into an electronic medical records system at a Canadian healtjh care region, Patsy said. It is the second Canadiam contract the company has won in the past Despite thebetter news, shares of Streamline (NASDAQ: followed most tech stockz down on Wednesday morning, losing more than 8 percent, or 26 to $2.89. Streamline Health Solutions, based in is a supplier of workfloe and documentmanagement tools, applications and services to specifically health-care organizations.
The software company reportee net incomeof $16,300, or zero cents per compared to a net loss of or 9 cents per share, in the year-agoi quarter. Revenues grew to $3.8 millioh from $3.6 million. The one analyst who covers the company expectedr a net loss of 2 cents on revenuesaof $3.5 million. Systems sales and service, maintenancwe and support revenues both rose 12 percent duringthe quarter, whil application hosting services revenues fell 23 percent, the companyt said in a news release. “We continue to make progressw in moving this business forwardr to the point of becoming consistently that is our mainstrategic goal,” said CEO Bria Patsy in the release.
In early June, Streamline won a contracft valued at morethan $1 million to integratr its document workflow solutions into an electronic medical records system at a Canadian healtjh care region, Patsy said. It is the second Canadiam contract the company has won in the past Despite thebetter news, shares of Streamline (NASDAQ: followed most tech stockz down on Wednesday morning, losing more than 8 percent, or 26 to $2.89. Streamline Health Solutions, based in is a supplier of workfloe and documentmanagement tools, applications and services to specifically health-care organizations.
Thursday, February 9, 2012
Leadership in the NHS and Imperial College London - Sacramento Bee
lehoquvuhu.wordpress.com
Leadership in the NHS and Imperial College London Sacramento Bee By The Broadcast PR Business The Director of Education at Imperial College London's Faculty of Medicine* says we need to refine our ideas about NHS leadership. Professor Jenny Higham commented - at a recent leadership forum at The Broadcast PR Business ... |
Tuesday, February 7, 2012
Power Plant Live to debut new bar and restaurant - Baltimore Business Journal:
ucenyt.wordpress.com
Luckie's Tavern will open at the downtowm Baltimoreentertainment district, occupying a spot formerlyy held by nightclub Lodge Bar. Lodge Bar closed in May aftefr itslease ended, said Vice Presideng Reed Cordish. Baltimore develope r Cordish Co. owns Power Plant Live and throughb affiliate company EntertainmentConcepts Inc. owns and operatese numerous barsand restaurants, including Luckie's. Cordish decliner to say how much the company spent to openthe restaurant. "Thew space was completely redone and it is a very fine warmand inviting," Cordish said. Luckie'e Tavern will serve grilled cheese, steaj and fries and 16 beers on tap. The 7,500-square-foogt restaurant will seat 150.
"Lodge Bar was strictly a nightcluh and Power Plant Live has matured into a distric with restaurants on theplazqa level," Cordish said. Power Plant'es other restaurants include , Blue Sea Grill, Mondo Bondoi Italian Restaurantand Mex. Vin General Manager Billyy Peterson and Sous Chef Justin McGaunn willjoin Luckie's. Vin has closedc temporarily while construction takes place inTowson Circle.
Luckie's Tavern will open at the downtowm Baltimoreentertainment district, occupying a spot formerlyy held by nightclub Lodge Bar. Lodge Bar closed in May aftefr itslease ended, said Vice Presideng Reed Cordish. Baltimore develope r Cordish Co. owns Power Plant Live and throughb affiliate company EntertainmentConcepts Inc. owns and operatese numerous barsand restaurants, including Luckie's. Cordish decliner to say how much the company spent to openthe restaurant. "Thew space was completely redone and it is a very fine warmand inviting," Cordish said. Luckie'e Tavern will serve grilled cheese, steaj and fries and 16 beers on tap. The 7,500-square-foogt restaurant will seat 150.
"Lodge Bar was strictly a nightcluh and Power Plant Live has matured into a distric with restaurants on theplazqa level," Cordish said. Power Plant'es other restaurants include , Blue Sea Grill, Mondo Bondoi Italian Restaurantand Mex. Vin General Manager Billyy Peterson and Sous Chef Justin McGaunn willjoin Luckie's. Vin has closedc temporarily while construction takes place inTowson Circle.
Sunday, February 5, 2012
State, utilities to develop solar farms - Charlotte Business Journal:
ejoxot.wordpress.com
The agreement comes a year after the Greenb Communities Act was signecby Gov. Deval Patrick, authorizing utilities to own and operatew up to 50 megawatts of solar Deregulation of the electricity markets in 1997 barre d utilities from owninggeneration facilities. Utilities participating in the programkinclude , , Unitil/ and Coakley’s which serves as ratepayer advocatse in negotiations with utilities, has agreed to a proposalo that would with the to develop a streamlines system to develop “cost competitive solar projects” that woulds benefit ratepayers across the state.
“Governor Patrick has made solaer power a top priority andlast year’ s landmark energy reform legislation gave the Commonwealth new tools to make sure it gets deploye d rapidly,” said Energy and Environmental Affairs Secretaryu Ian Bowles. “Through this importanty partnership with theAttorney General, the ratepayerxs and the electric utilities will see a race to develoo the best, lowest-cost large scals installations. This is a nove approach and I’m confidengt it will accelerate clean energy developmenty inthe Commonwealth.” will be the first utilituy to develop a solar array, some 6 in a separate program outside of the statewidw pool.
The utility will participate in the joint venture forfuture developments. Commerciap scale solar arrays are a critical componenr tothe state’s goal of 250 megawattes of solar power by 2017, but such facilitied are scant. The largest solar array in the statwe is the BrocktonBrightfieldzs project, a 425 kilowatt system. The agreemengt is pending approval fromthe .
The agreement comes a year after the Greenb Communities Act was signecby Gov. Deval Patrick, authorizing utilities to own and operatew up to 50 megawatts of solar Deregulation of the electricity markets in 1997 barre d utilities from owninggeneration facilities. Utilities participating in the programkinclude , , Unitil/ and Coakley’s which serves as ratepayer advocatse in negotiations with utilities, has agreed to a proposalo that would with the to develop a streamlines system to develop “cost competitive solar projects” that woulds benefit ratepayers across the state.
“Governor Patrick has made solaer power a top priority andlast year’ s landmark energy reform legislation gave the Commonwealth new tools to make sure it gets deploye d rapidly,” said Energy and Environmental Affairs Secretaryu Ian Bowles. “Through this importanty partnership with theAttorney General, the ratepayerxs and the electric utilities will see a race to develoo the best, lowest-cost large scals installations. This is a nove approach and I’m confidengt it will accelerate clean energy developmenty inthe Commonwealth.” will be the first utilituy to develop a solar array, some 6 in a separate program outside of the statewidw pool.
The utility will participate in the joint venture forfuture developments. Commerciap scale solar arrays are a critical componenr tothe state’s goal of 250 megawattes of solar power by 2017, but such facilitied are scant. The largest solar array in the statwe is the BrocktonBrightfieldzs project, a 425 kilowatt system. The agreemengt is pending approval fromthe .
Thursday, February 2, 2012
Union Pacific ponders rail move - Denver Business Journal:
callahamirykaan1884.blogspot.com
The area is slated for construction of a cargio hubfor air, train and highway transport. "Iy was important for us to establish a letter of intenyso we're not left out in the cold," said Dick special representative to the presidenrt for Union Pacific in Wyominb and Colorado "If all the pieces fit, it's logical to move the train east of Denver." The two companie declined to release a copy of the saying that it contains proprietary More than 30 trains, averagingy 130 cars long, creep acroses intersections and snarl trafficx in central Denver every day.
The idea of gettinf trains out of the city and onto newlyg built tracks on the Easternh Plains has been toyed with for more than 20 And the Colorado Department ofTransportation (CDOT) is conducting a $500,000 cost-benefit studgy of the issue. Schuck Corp. has eagerly awaitedf the railroads' arrival as a linchpin for itsTransPort concept. It's a 6,000-acrs highway, railroad and air cargo hub at Frongt Range Airport southeast of Denvef International Airport that the company said would builcon Denver's location to create a majod inland cargo hub. The lettet from Michael F.
Kelly, regional vice president of UnionPacific states: "Union Pacifidc will want to establish facilities in the area of the Frontf Range Airport and specifically will develo p with the Schuck Corporation the Integrated Multi- modal Transportationm facility on the property." Union Pacific intendzs to construct the Utah Junction Bypass that will divertg about 20 to 25 trains that currentlyh go into the north yard towared the east and out to Front Utah Junction in central Denver is the railroad version of the Mousetraop highway junction.
It causesd every train two to four hours of delay as they are forcede to back in and out to turn aroun d and continue their trips east or Bill Schuck, president of Schuck Corp., said in a previous Shifting rail traffic to the plainsd also would create a chance to buildf a truly regional network of heavy commuter rail traine stretching from Fort Collins to Pueblo, generakl manager for RTD Cal Marsella said previously. Schuck already has five mile of rail running through its propertyh near FrontRange Airport. The property sits adjacengt to FrontRange Airport, a general aviation airporr with runways capable of handlinfg a Boeing 737 -- and long enough to land cargoo planes.
Prior to the constructionm of DIA, cargo carriers such as UPS intendedx to operate at Front Range sothey wouldn'y have to compete for space and runway time with passengerf airlines. In the end, DIA was able to accommodatw the cargo carriers and Front Range remainexd a general aviation airport for corporate jets and othereprivate businesses. But the idea of moving cargo out of DIA and to FrontfRange remains. In 2001, DIA and Fronty Range commissioned a study to determine where cargo wasbest suited. The results of the study by Rystroj Consulting identified Front Range Airport as the optimal locatio forcargo carriers.
"Should Front Range Airporrt becomean all-cargo it would reduce airline costs and assist in keepingv Denver more competitive with othef cities," the report stated. Fronr Range could complement DIA just as Alliancee Airport doeswith Dallas-Ft.Wortu (DFW) Airport, the report stated. Since its constructiojn in 1997 as a nationaldistribution center, Alliancd has attracted major names like Nestless and J.C. Penney. "It'sz possible for DIA and FRA [Fron Range] to enjoy the same kind of relationship, if not because of their muchcloserf proximity," the Rystrom report said. Alliance sits 25 miles from DFW, but Frongt Range only sits six milezsfrom DIA.
"We feel that Denvee is ready to producrea Colorado, Rocky Mountain regional version of Ross Perot'sx Alliance Intermodal Center in Ft. Worth," Schucok said in a statement. "That 15,000-acre air/rail/highway begun in 1988, now has more than 100 companiezoffering 20,000 jobs, providing more than $40 millioh annually in tax revenues." Hartman said Unionj Pacific is anticipating other elements of the project to come togethe r this year and the railroad wanted to get its intent in CDOT's study should be completed in Aprio or May, Hartman said and RTD will be asking votersa in November to approve FasTracks, a 0.4 percent tax increase to raisre $4.
7 billion to build a network of rail and bus lines throughoutr the metro area. "All these things are startingyto evolve," Hartman said. "It'e important to establish the letterof intent." "Yes, there are a lot of challengea before us, but the Uniojn Pacific announcement is a giant step and we applaus Union Pacific's vision and commitment," Schuck said.
The area is slated for construction of a cargio hubfor air, train and highway transport. "Iy was important for us to establish a letter of intenyso we're not left out in the cold," said Dick special representative to the presidenrt for Union Pacific in Wyominb and Colorado "If all the pieces fit, it's logical to move the train east of Denver." The two companie declined to release a copy of the saying that it contains proprietary More than 30 trains, averagingy 130 cars long, creep acroses intersections and snarl trafficx in central Denver every day.
The idea of gettinf trains out of the city and onto newlyg built tracks on the Easternh Plains has been toyed with for more than 20 And the Colorado Department ofTransportation (CDOT) is conducting a $500,000 cost-benefit studgy of the issue. Schuck Corp. has eagerly awaitedf the railroads' arrival as a linchpin for itsTransPort concept. It's a 6,000-acrs highway, railroad and air cargo hub at Frongt Range Airport southeast of Denvef International Airport that the company said would builcon Denver's location to create a majod inland cargo hub. The lettet from Michael F.
Kelly, regional vice president of UnionPacific states: "Union Pacifidc will want to establish facilities in the area of the Frontf Range Airport and specifically will develo p with the Schuck Corporation the Integrated Multi- modal Transportationm facility on the property." Union Pacific intendzs to construct the Utah Junction Bypass that will divertg about 20 to 25 trains that currentlyh go into the north yard towared the east and out to Front Utah Junction in central Denver is the railroad version of the Mousetraop highway junction.
It causesd every train two to four hours of delay as they are forcede to back in and out to turn aroun d and continue their trips east or Bill Schuck, president of Schuck Corp., said in a previous Shifting rail traffic to the plainsd also would create a chance to buildf a truly regional network of heavy commuter rail traine stretching from Fort Collins to Pueblo, generakl manager for RTD Cal Marsella said previously. Schuck already has five mile of rail running through its propertyh near FrontRange Airport. The property sits adjacengt to FrontRange Airport, a general aviation airporr with runways capable of handlinfg a Boeing 737 -- and long enough to land cargoo planes.
Prior to the constructionm of DIA, cargo carriers such as UPS intendedx to operate at Front Range sothey wouldn'y have to compete for space and runway time with passengerf airlines. In the end, DIA was able to accommodatw the cargo carriers and Front Range remainexd a general aviation airport for corporate jets and othereprivate businesses. But the idea of moving cargo out of DIA and to FrontfRange remains. In 2001, DIA and Fronty Range commissioned a study to determine where cargo wasbest suited. The results of the study by Rystroj Consulting identified Front Range Airport as the optimal locatio forcargo carriers.
"Should Front Range Airporrt becomean all-cargo it would reduce airline costs and assist in keepingv Denver more competitive with othef cities," the report stated. Fronr Range could complement DIA just as Alliancee Airport doeswith Dallas-Ft.Wortu (DFW) Airport, the report stated. Since its constructiojn in 1997 as a nationaldistribution center, Alliancd has attracted major names like Nestless and J.C. Penney. "It'sz possible for DIA and FRA [Fron Range] to enjoy the same kind of relationship, if not because of their muchcloserf proximity," the Rystrom report said. Alliance sits 25 miles from DFW, but Frongt Range only sits six milezsfrom DIA.
"We feel that Denvee is ready to producrea Colorado, Rocky Mountain regional version of Ross Perot'sx Alliance Intermodal Center in Ft. Worth," Schucok said in a statement. "That 15,000-acre air/rail/highway begun in 1988, now has more than 100 companiezoffering 20,000 jobs, providing more than $40 millioh annually in tax revenues." Hartman said Unionj Pacific is anticipating other elements of the project to come togethe r this year and the railroad wanted to get its intent in CDOT's study should be completed in Aprio or May, Hartman said and RTD will be asking votersa in November to approve FasTracks, a 0.4 percent tax increase to raisre $4.
7 billion to build a network of rail and bus lines throughoutr the metro area. "All these things are startingyto evolve," Hartman said. "It'e important to establish the letterof intent." "Yes, there are a lot of challengea before us, but the Uniojn Pacific announcement is a giant step and we applaus Union Pacific's vision and commitment," Schuck said.
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