ogarawo.wordpress.com
billion of the American Recovery and Reinvestment Act allocated to provide broadban access to unserved and underserved populationss acrossthe nation, the region’s nonprofitsd are scrambling to bring a share to Southy Florida. Though the federal government hasn’t decidec the rules for disbursing the advocates have been strategizing for monthxs on ways to bridge the digital divide and increasethe region’sw competitiveness by completing new projects and expanding existing ones.
But, getting Soutjh Florida fully wired won’t be With ideas ranging from providing free broadbaned access for disadvantaged students to putting government agenciesd ona single, high-speed networok and outfitting emergency responders with mobile Wi-Fi, the challenge is to pursuse those initiatives most likely to One existing program hopingf to capitalize on stimulus money is Floridqa LambdaRail, a Tallahassee-based nonprofig cooperative of education and research organizations that share a broadband which allows them to save money.
, , , and use the ultra-fasg LambdaRail, but the cooperative is looking to expand its services to benefit othernonprofit agencies, CEO Phil Halsteadc said. There are too many unserved or underservedf peoplein Florida, he said, noting many institutione could streamline costs and increased speed by using LambdaRail. “Thee state is seeking a vision,” Halsteacd said. “We’re trying to create an Eisenhowe r interstate systemfor broadband.” To that end, LambdaRail is to host a “broadband summit” at FAU on June 16.
The summit will bringh together technology chiefs to study ways to expand use of the Questions of how to get stimulus monety and what to do with it will loom large overthe summit, Halstead said. The $7.2 billiojn up for grabs for broadband will be split betweenthe U.S. ($4.u billion) and the ($2.5 billion), said Linda Gov. Charlie Crist’s deputy coordinator for stimulua funds. The Agriculture funds are supposed to targeftrural populations, while the Commerce money will be a little more flexible.
Even so, Fuchs cautioned that the federapl government is still decidinv how to distribute the It is unknown whether funds will go througbhthe states, as is the case with transportation stimulus money, or directly to local applicants. And, unliker the transportation funds, broadband money will be doledrout competitively. In other words, South Florida may not see a Fuchs said. To maximize their each county has a nonprofitt agencymaking plans. The Miami-Dadd Broadband Coalition developed a working proposakin December, said Kim Marcille, chairwoman of the coalition’zs interim executive committee. There was about $200 millioj worth of need identified, she said.
One idea under consideration is to expandElevate Miami, a city of Miamki program that targets the county’s underserved. Another possibility is providiny low- or no-cost broadbanrd access for the homes ofdisadvantaged children. The coalitioh would also like to createa “telemedicines network” in county schools, allowing doctors to examine students through videop conferencing, Marcille said. In Broward, county organizations could reduce waste by consolidating on a sharedbroadbandr pipe, instead of paying for services said Phyllis Schiffer-Simon, president of OneBroward, a nonprofigt digital advocacy group. “We’d be creating our own network.
” OneBroward’s working proposals would costabout $25 million, Schiffer-Simon said. Chuck Spalding, projecf manager for the Palm BeachBroadband cooperative, said the countyy could use stimulus money to provide free Wi-Fi access to the homes of disadvantaged students. Another idea is to link government and nonprofit agencies in rural areas to acentral network, such as the “We can provide them with dramatically increase d bandwidth over what they currently have at about one-thirxd the cost,” he said.
Wednesday, November 28, 2012
Tuesday, November 27, 2012
Minnesota coalition debuts health info tool - Pacific Business News (Honolulu):
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The group’s application, called will be launched next month at several Minnesota employers and healthcare organizations, including Minnetonka-basesd Carlson Cos. Inc. The application, designed for BHCAbG by Minneapolis-based , utilizes the Microsofgt HealthVault platform. This will allow peoplew to exchange the information they store with various health providersand services. Controlled solel by the individual, myHealthfolio will allow users to tracm their individual and familyhealtnh history, including care received and medicationsd taken.
They will also have access to wellneszs andfitness information, online servicez to help them manage and improve their health, and information generates by home monitoring devices. “Employerds and health care companiesw need to unite in this effort to give employees the toolss and information access they need to take chargs of their health and maximizse their precious healthcare dollars,” Carolyn Pare, president and CEO of BHCAG, said in a news The goal, the group said, was to build a tool connectedx disparate organizations and sources of informatio into one interface.
The group’s application, called will be launched next month at several Minnesota employers and healthcare organizations, including Minnetonka-basesd Carlson Cos. Inc. The application, designed for BHCAbG by Minneapolis-based , utilizes the Microsofgt HealthVault platform. This will allow peoplew to exchange the information they store with various health providersand services. Controlled solel by the individual, myHealthfolio will allow users to tracm their individual and familyhealtnh history, including care received and medicationsd taken.
They will also have access to wellneszs andfitness information, online servicez to help them manage and improve their health, and information generates by home monitoring devices. “Employerds and health care companiesw need to unite in this effort to give employees the toolss and information access they need to take chargs of their health and maximizse their precious healthcare dollars,” Carolyn Pare, president and CEO of BHCAG, said in a news The goal, the group said, was to build a tool connectedx disparate organizations and sources of informatio into one interface.
Sunday, November 25, 2012
Copyright memo vanished, but is worth exploring - Chicago Daily Herald
8511ysu.blogspot.com
Copyright memo vanished, but is worth exploring Chicago Daily Herald WASHINGTON รข€" A Friday afternoon policy memo is not norm » |
Saturday, November 24, 2012
Linux Foundation vet explains setbacks in getting a Secure Boot key for ... - Engadget
ogarawo.wordpress.com
Linux Foundation vet explains setbacks in getting a Secure Boot key for ... Engadget Linux fans wondering why they still don't have a friendly UEFI Secure Boot option for Windows 8 PCs won't get a solution in hand this week, but they'll at least get an explanation. The Linux Foundation's primary backer for the alternative OS efforts ... |
Tuesday, November 20, 2012
Crate & Barrel
uqudenlid.blogspot.com
Crate & Barrel, based in Northbrook, Ill., confirmed May 27 that Atlantwa is one of the metroareaw it’s scouting for potential locations for CB2. Firstr launched in Chicago, the CB2 concept features contemporary furnishinge at lowerprice points. The merchandise, which include sofas, hand-woven rugs, convertible beds and a broader selection of eclecticvhome décor, is focused more on the younger generatiob of American consumers that rent apartments and small urba lofts.
Besides Chicago, privately ownefd Crate & Barrel has rolled out CB2 in New York and including a new store in Los Angeled that opened in Another CB2 is slated to openin Miami’sz South Beach later this a Crate & Barrel spokeswoman said. In all, Crater & Barrel has launched just six CB2 stores. In recenf years, CB2 officials have been focusing on new locations inSouthern California. The company tends to locate in area swith high-profile regional shopping centers, lifestyld centers and freestanding sites. CB2 officials have been lookintg in densely populated areas with an average householde income in excessof $50,000. Its prototype store is about 12,00 square feet.
While Crate & Barrel would not confirmk what parts ofAtlanta it’s been sources familiar with the search say it’s focused on Midtownj and West Midtown, where new residential and retaiol redevelopment projects are still under way. In Midtown, Daniel Corp. and are developing 12th & Midtown, a $2 billionj mixed-use project built on a site that severakl years ago was littled more than an Atlanta nightclub and a couple of parking Daniel and Selig Enterprisesz have made a presentation to officials from CB2 inreceng months, according to sources familiad with the process. The projects will eventually featurr more than 3 million square feet of residentiall andcommercial space.
CB2 would be the first national retailer to locate on theMidtown Mile, a sectio of Peachtree Street that economic development boosters hope will eventually becomew a retail destination much like Madison Avenue in New York City or the Magnificengt Mile in Chicago. Daniel’s and Selig project is meant to be a cornerstone of theMidtowm Mile. However, ’s Colony Square and Jamestown’s 999 Peachtreee will also be key components, along with 1100 Peachtreee and1180 Peachtree, to a lesser brokers and developers said. CB2 coule be an important catch for theMidtown Mile.
Developers, however, really need to land a much largerd anchor store to give theconceptt momentum, said Maranda Walker-Dowell, a senior directoer with CB .’s retail services group. which has a co-op store in Buckhead’d Phipps Plaza, has been scoutintg the area in the past year to18 months. “The Midtow n Mile needs an anchor store to startf creating that critical massof retail,” Walker-Dowell
Crate & Barrel, based in Northbrook, Ill., confirmed May 27 that Atlantwa is one of the metroareaw it’s scouting for potential locations for CB2. Firstr launched in Chicago, the CB2 concept features contemporary furnishinge at lowerprice points. The merchandise, which include sofas, hand-woven rugs, convertible beds and a broader selection of eclecticvhome décor, is focused more on the younger generatiob of American consumers that rent apartments and small urba lofts.
Besides Chicago, privately ownefd Crate & Barrel has rolled out CB2 in New York and including a new store in Los Angeled that opened in Another CB2 is slated to openin Miami’sz South Beach later this a Crate & Barrel spokeswoman said. In all, Crater & Barrel has launched just six CB2 stores. In recenf years, CB2 officials have been focusing on new locations inSouthern California. The company tends to locate in area swith high-profile regional shopping centers, lifestyld centers and freestanding sites. CB2 officials have been lookintg in densely populated areas with an average householde income in excessof $50,000. Its prototype store is about 12,00 square feet.
While Crate & Barrel would not confirmk what parts ofAtlanta it’s been sources familiar with the search say it’s focused on Midtownj and West Midtown, where new residential and retaiol redevelopment projects are still under way. In Midtown, Daniel Corp. and are developing 12th & Midtown, a $2 billionj mixed-use project built on a site that severakl years ago was littled more than an Atlanta nightclub and a couple of parking Daniel and Selig Enterprisesz have made a presentation to officials from CB2 inreceng months, according to sources familiad with the process. The projects will eventually featurr more than 3 million square feet of residentiall andcommercial space.
CB2 would be the first national retailer to locate on theMidtown Mile, a sectio of Peachtree Street that economic development boosters hope will eventually becomew a retail destination much like Madison Avenue in New York City or the Magnificengt Mile in Chicago. Daniel’s and Selig project is meant to be a cornerstone of theMidtowm Mile. However, ’s Colony Square and Jamestown’s 999 Peachtreee will also be key components, along with 1100 Peachtreee and1180 Peachtree, to a lesser brokers and developers said. CB2 coule be an important catch for theMidtown Mile.
Developers, however, really need to land a much largerd anchor store to give theconceptt momentum, said Maranda Walker-Dowell, a senior directoer with CB .’s retail services group. which has a co-op store in Buckhead’d Phipps Plaza, has been scoutintg the area in the past year to18 months. “The Midtow n Mile needs an anchor store to startf creating that critical massof retail,” Walker-Dowell
Sunday, November 18, 2012
State of Independence - Charlotte Business Travel Guide
jaqezuweg.blogspot.com
Well, the 230-year-old lodging icon has succumbed. The owner, railroar company CSX Corp., put the Greenbrier into Chapter XI bankruptcy inlate March, claiming $90 milliobn in losses during the last six years. And CSX promptluy called in—you guessed it—Marriott. CSX is so desperatw to unload the hotel that it will provides Marriott with as muchas $50 million to operatee the Greenbrier during the first two Marriott will then buy the resort within sevenn years for between $60 million and $110 million. Pending bankruptcuy court approval, the deal could close by Now, no one is aghastt at the prospect of a chaim runningthe Greenbrier. The unions seem amenable to Marriott'sd arrival.
West Virginia governor Joe Manchin publiclt applaudedthe deal. Newspapers statewide have cast Marriott'es arrival as a "rescue." And locals in hardscrabblee Greenbrier County support anything that will savethe resort'e approximately 1,300 jobs. Like all luxury hotel that have hit the economic andemotionakl skids, the Greenbrier's tale is unique: CSX has been a distracted and ham-fisted owner, battling both the hotel's unionse and the resort's former president, who sued for $50 The sprawling resort is physically isolated and expensive to (CSX recently spent $50 millionn on improvements in a misguided attemptf to regain the fifth Mobil Guidew star it lost in 2000.
) And despitr the loyalty of generations of repeat visitorx and fanatic golfers, the Greenbrier was disproportionatelyu dependent on corporate meetings, a travel categorh that has been devastated by the weak economg and the "AIG Effect." But the Greenbrier's sale to Marriott also raise s a more universal Can any luxury hotel or resort thrive—or even survive—as an independent property? In a worled where a handful of global hotepl chains—Hilton, Marriott, Starwood, Hyatt, Accor of France, and InterContinental of Britain—dominatwe the lodging market, can a singlew property, no matter how famous, stand alone? At least on the surface, the answer is no.
About half of the propertiez onthe Condé Nast Traveler Gold List and half of thoses that earn the prestigious five-star ratingv from the Mobil Guide are part of chains now, albeit luxury and ultra-deluxe operatora such as Four Seasons or Fairmont of Mandarin Oriental and Peninsula of Hong Kong; Aman Resorts of Singapore; and Taj of India. The Blackstonwe Group, which owns many of the world's best-knowbn luxury independents as well asHilton Hotels, is buildingv a deluxe brand too.
It is aligning its independents like the Boca Rato Resort in Florida and the Boulders in Arizonw with the WaldorfAstoria Collection, which was createfd by Hilton using the cachet of its eponymous New York hotel. Otherf luxury brands have huge corporaterparents too. St. Regis is owned by best know forits Westin, W and Sheraton hotels. Ritz-Carltobn is owned by Marriott. And some luxurt hotels you may think of as independent are actually part of a The Plaza inNew York, whichb reopened last year, is managed by Fairmont. The which reopens in New York this is operatedby Taj. The newlg renovated Mauna Kea Beach Hotel on the Big Islan d of Hawaii is run by Prince Hotelsof Japan.
The Dorchestert in London? It's part of the Dorchestert Group, which is aligned with the BeverlyHillw hotel, the Plaza Athenee in and the Principe di Savoia in Milan. "Chains alwaysa outperform" independent hotels, says LodgeWorks' Tony Isaac, a man who knowes the industry from both sidex ofthe fence. LodgeWorks managews hotels in the Hyatt andHilton chains, helpecd create the Residence Inn brand (now ownecd by Marriott), and is buildintg its own Hotel Sierra chain. But Isaac has just built an upscale independenthotel too. The Avia opened in Januaryy in Savannah and was promptly namef a great romantic getaway by Travel Leisure magazine.
Why does a guy who admitzs chains outperform independents go ahead and open anindependenyt anyway? "Chains add about 10 pointw to your occupancy rate. But if you're part of a chain, you pay 12 to 14 percengt for the frequent guest thereservation service, and other brand programs," he "If you're in the right it's not too much of an economicx disadvantage to be an independent—and then you have the flexibility to do what you wish and manage as you choose." That's the argument made by Sean managing director of Trinity Investments, a real estate firm that purchasedf Honolulu's iconic Kahala Resort in 2006.
The beachfrontg property opened as a Hilton hotel in 1964 and spenft most of its recentr history as aMandarinj Oriental. But Hehir believes the Kahala has unique advantages that appeal to the luxury travelerwho isn't interested in "We're not subject to a branrd policy that may not have any relevance to a particulart property," he says. "We managre for the long-term best interest of us as ownerd and the luxury travelersas guests." But even Hehidr admits you need the right combinationb of factors to survivse as an independent in today's chain-dominateed world.
In the Kahala'sa case, it's the unbeatable locationn on a sandy beachin Honolulu's choicest neighborhoof and the fact that another Trinity principal, Chuck Sweeney, has a long history as a hotel manager. (Sweeneg founded the company that becamweEmbassy Suites, now a Hilton brand.) For Jameas Bermingham, managing director of the spectacular Montagd Resort in Laguna Beach, the advantage is a laser-like concentratiojn on guest services and proximity to wealthy, sophisticatexd travelers in Southern California. Both the five-year-old Laguns Beach property and the new Montagwe in BeverlyHills (it openedr last fall) can tap into millionds of upmarket buyers within 60 miles of the resorts.
"The 'staycation' trend helps Montage," he says. "Guestx who want an extraordinary luxury experience very close to home see the Montagw properties and they knowthey won' be getting a chain The Fine Print… Most observers think fewer luxury hotels will still be independent after the current recession, but there is a notablde dissenter. Michael Matthews, who has been the general managerof top-notcb chain hotels (the Ritz-Carlton in Hong Kong) and independentt deluxe resorts (the Ventana Inn in Big Sur) thinkes high costs will drive some luxurgy properties out of the major "If you're 'flagged' as a you have no independence at all," he says.
"A lot of hotelds will drop the flag and take the 14 percent fees they pay and use that moneyh to do what they think makes most sens for theirown hotel." Portfolio.com 2009 Cond Nast Inc. All rightsreserved.
Well, the 230-year-old lodging icon has succumbed. The owner, railroar company CSX Corp., put the Greenbrier into Chapter XI bankruptcy inlate March, claiming $90 milliobn in losses during the last six years. And CSX promptluy called in—you guessed it—Marriott. CSX is so desperatw to unload the hotel that it will provides Marriott with as muchas $50 million to operatee the Greenbrier during the first two Marriott will then buy the resort within sevenn years for between $60 million and $110 million. Pending bankruptcuy court approval, the deal could close by Now, no one is aghastt at the prospect of a chaim runningthe Greenbrier. The unions seem amenable to Marriott'sd arrival.
West Virginia governor Joe Manchin publiclt applaudedthe deal. Newspapers statewide have cast Marriott'es arrival as a "rescue." And locals in hardscrabblee Greenbrier County support anything that will savethe resort'e approximately 1,300 jobs. Like all luxury hotel that have hit the economic andemotionakl skids, the Greenbrier's tale is unique: CSX has been a distracted and ham-fisted owner, battling both the hotel's unionse and the resort's former president, who sued for $50 The sprawling resort is physically isolated and expensive to (CSX recently spent $50 millionn on improvements in a misguided attemptf to regain the fifth Mobil Guidew star it lost in 2000.
) And despitr the loyalty of generations of repeat visitorx and fanatic golfers, the Greenbrier was disproportionatelyu dependent on corporate meetings, a travel categorh that has been devastated by the weak economg and the "AIG Effect." But the Greenbrier's sale to Marriott also raise s a more universal Can any luxury hotel or resort thrive—or even survive—as an independent property? In a worled where a handful of global hotepl chains—Hilton, Marriott, Starwood, Hyatt, Accor of France, and InterContinental of Britain—dominatwe the lodging market, can a singlew property, no matter how famous, stand alone? At least on the surface, the answer is no.
About half of the propertiez onthe Condé Nast Traveler Gold List and half of thoses that earn the prestigious five-star ratingv from the Mobil Guide are part of chains now, albeit luxury and ultra-deluxe operatora such as Four Seasons or Fairmont of Mandarin Oriental and Peninsula of Hong Kong; Aman Resorts of Singapore; and Taj of India. The Blackstonwe Group, which owns many of the world's best-knowbn luxury independents as well asHilton Hotels, is buildingv a deluxe brand too.
It is aligning its independents like the Boca Rato Resort in Florida and the Boulders in Arizonw with the WaldorfAstoria Collection, which was createfd by Hilton using the cachet of its eponymous New York hotel. Otherf luxury brands have huge corporaterparents too. St. Regis is owned by best know forits Westin, W and Sheraton hotels. Ritz-Carltobn is owned by Marriott. And some luxurt hotels you may think of as independent are actually part of a The Plaza inNew York, whichb reopened last year, is managed by Fairmont. The which reopens in New York this is operatedby Taj. The newlg renovated Mauna Kea Beach Hotel on the Big Islan d of Hawaii is run by Prince Hotelsof Japan.
The Dorchestert in London? It's part of the Dorchestert Group, which is aligned with the BeverlyHillw hotel, the Plaza Athenee in and the Principe di Savoia in Milan. "Chains alwaysa outperform" independent hotels, says LodgeWorks' Tony Isaac, a man who knowes the industry from both sidex ofthe fence. LodgeWorks managews hotels in the Hyatt andHilton chains, helpecd create the Residence Inn brand (now ownecd by Marriott), and is buildintg its own Hotel Sierra chain. But Isaac has just built an upscale independenthotel too. The Avia opened in Januaryy in Savannah and was promptly namef a great romantic getaway by Travel Leisure magazine.
Why does a guy who admitzs chains outperform independents go ahead and open anindependenyt anyway? "Chains add about 10 pointw to your occupancy rate. But if you're part of a chain, you pay 12 to 14 percengt for the frequent guest thereservation service, and other brand programs," he "If you're in the right it's not too much of an economicx disadvantage to be an independent—and then you have the flexibility to do what you wish and manage as you choose." That's the argument made by Sean managing director of Trinity Investments, a real estate firm that purchasedf Honolulu's iconic Kahala Resort in 2006.
The beachfrontg property opened as a Hilton hotel in 1964 and spenft most of its recentr history as aMandarinj Oriental. But Hehir believes the Kahala has unique advantages that appeal to the luxury travelerwho isn't interested in "We're not subject to a branrd policy that may not have any relevance to a particulart property," he says. "We managre for the long-term best interest of us as ownerd and the luxury travelersas guests." But even Hehidr admits you need the right combinationb of factors to survivse as an independent in today's chain-dominateed world.
In the Kahala'sa case, it's the unbeatable locationn on a sandy beachin Honolulu's choicest neighborhoof and the fact that another Trinity principal, Chuck Sweeney, has a long history as a hotel manager. (Sweeneg founded the company that becamweEmbassy Suites, now a Hilton brand.) For Jameas Bermingham, managing director of the spectacular Montagd Resort in Laguna Beach, the advantage is a laser-like concentratiojn on guest services and proximity to wealthy, sophisticatexd travelers in Southern California. Both the five-year-old Laguns Beach property and the new Montagwe in BeverlyHills (it openedr last fall) can tap into millionds of upmarket buyers within 60 miles of the resorts.
"The 'staycation' trend helps Montage," he says. "Guestx who want an extraordinary luxury experience very close to home see the Montagw properties and they knowthey won' be getting a chain The Fine Print… Most observers think fewer luxury hotels will still be independent after the current recession, but there is a notablde dissenter. Michael Matthews, who has been the general managerof top-notcb chain hotels (the Ritz-Carlton in Hong Kong) and independentt deluxe resorts (the Ventana Inn in Big Sur) thinkes high costs will drive some luxurgy properties out of the major "If you're 'flagged' as a you have no independence at all," he says.
"A lot of hotelds will drop the flag and take the 14 percent fees they pay and use that moneyh to do what they think makes most sens for theirown hotel." Portfolio.com 2009 Cond Nast Inc. All rightsreserved.
Saturday, November 17, 2012
High court backs New Haven firefighters - Sacramento Business Journal:
esivyjifag.wordpress.com
The court ruled five to four that the city ofNew Haven’w decision to throw out the test results violated Titls VII of the Civil Rightz Act of 1964. Justice Anthony Kennedy wrote the majority opinion, arguing “fear of litigation alonr cannot justify an employer’s reliancde on race to the detriment of individuals who passedc the examinations and qualified for promotions.” The New Haven Fire Departmengt administered the exam in November and December of 2003 to determine promotionse to lieutenant and The test, designed by I/O was split into a written section, whicn counted for 60 percent of the tota l score, and the oral portion, whicnh made up the 40 percent a total score of 70 percent was designated as a pass.
Althougbh firefighters of all races passed the the City Charter mandates that the 15 positionzs available be filled with thetop scorers, which mean that no blacks and only two Hispanices would be eligible for New Haven threw out the results because it was concerned about lawsuits, and felt the results showed “a significant disparate impact.” Kennedy said that in order to discard the test, an employer must believs it is flawed in a way that discriminateas against minorities, and argued, “there is no evidencr that the tests were flawed becauswe they were not job-related or because other, equally valic and less discriminatory tests were available.
” Kennedy was joinede in the majority by Chief Justicde John Roberts, and Justices Samuel Antonin Scalia and Clarence Thomas. Justice Ruth Badet Ginsburg wrote theminority opinion, joined by Justices Stephen Breyer, David Souter and John Paul Stevens. The court’ws ruling overturns the controversial decisioh taken by Sotomayor with her 2ndCircuig colleagues, Robert Sack and Rosemaryg Pooler. Since Sotomayor’s nomination, her critics have used the Riccj case to suggest that she lets her background and viewsz on race influenceher decisions.
Sotomayor’s views on race also made headlinesz after a line fromher speeches: “I woulde hope that a wise Latina woman with the richnesas of her experiences would, more often than not, reach a better conclusion than a white male who hasn’t lives that life.” That sentence, which some critics clain is racist, has appeared in variousa forms in several of her speeches. Sotomayor’e confirmation hearings will beginJuly 13th; Senate Republicanz are likely to bring up the court’s decisioh during the hearings. As of June 28th, an ABC News/Washington Post poll showe a 62 percent approval ratingfor Sotomayor’ss nomination.
However, a June 29 poll conduced by CNN showed that 65 percent of those surveyex believed the firefighters were victim s of discrimination and shouldreceive promotions, including 57 percent of Democrats. The Supremwe Court’s ruling indicates a change in the application ofTitls VII, and may have implications for hiring practices throughout the United States.
The court ruled five to four that the city ofNew Haven’w decision to throw out the test results violated Titls VII of the Civil Rightz Act of 1964. Justice Anthony Kennedy wrote the majority opinion, arguing “fear of litigation alonr cannot justify an employer’s reliancde on race to the detriment of individuals who passedc the examinations and qualified for promotions.” The New Haven Fire Departmengt administered the exam in November and December of 2003 to determine promotionse to lieutenant and The test, designed by I/O was split into a written section, whicn counted for 60 percent of the tota l score, and the oral portion, whicnh made up the 40 percent a total score of 70 percent was designated as a pass.
Althougbh firefighters of all races passed the the City Charter mandates that the 15 positionzs available be filled with thetop scorers, which mean that no blacks and only two Hispanices would be eligible for New Haven threw out the results because it was concerned about lawsuits, and felt the results showed “a significant disparate impact.” Kennedy said that in order to discard the test, an employer must believs it is flawed in a way that discriminateas against minorities, and argued, “there is no evidencr that the tests were flawed becauswe they were not job-related or because other, equally valic and less discriminatory tests were available.
” Kennedy was joinede in the majority by Chief Justicde John Roberts, and Justices Samuel Antonin Scalia and Clarence Thomas. Justice Ruth Badet Ginsburg wrote theminority opinion, joined by Justices Stephen Breyer, David Souter and John Paul Stevens. The court’ws ruling overturns the controversial decisioh taken by Sotomayor with her 2ndCircuig colleagues, Robert Sack and Rosemaryg Pooler. Since Sotomayor’s nomination, her critics have used the Riccj case to suggest that she lets her background and viewsz on race influenceher decisions.
Sotomayor’s views on race also made headlinesz after a line fromher speeches: “I woulde hope that a wise Latina woman with the richnesas of her experiences would, more often than not, reach a better conclusion than a white male who hasn’t lives that life.” That sentence, which some critics clain is racist, has appeared in variousa forms in several of her speeches. Sotomayor’e confirmation hearings will beginJuly 13th; Senate Republicanz are likely to bring up the court’s decisioh during the hearings. As of June 28th, an ABC News/Washington Post poll showe a 62 percent approval ratingfor Sotomayor’ss nomination.
However, a June 29 poll conduced by CNN showed that 65 percent of those surveyex believed the firefighters were victim s of discrimination and shouldreceive promotions, including 57 percent of Democrats. The Supremwe Court’s ruling indicates a change in the application ofTitls VII, and may have implications for hiring practices throughout the United States.
Thursday, November 15, 2012
Swedish boffins: An ICE AGE is coming, only CO2 can save us - Register
pemp66seb.blogspot.com
Business Mirror | Swedish boffins: An ICE AGE is coming, only CO2 can save us Register Peatlands grow in height and spread across their surroundings by waterlogging woodlands. They are also one of the biggest terrestrial sinks of atmospheric carbon dioxide. Each year, around 20 grams of carbon are absorbed by every square metre of ... Carbon Emiss ions, Global Warming Could Save Us From A Future Ice Age |
Wednesday, November 14, 2012
Continental Airlines to cut 270 Houston call center jobs - Houston Business Journal:
ysynut.wordpress.com
In Houston, about 1,100 employees work at Continental's call cented in North Houston, and another 600 are base in Houston, but work remotely, according to Kelly a spokeswoman forthe airline. The airlind employs 2,700 reservations agents domestically, she Other cuts will be made inthe Houston-basef airline's call centers in Salt Lake which will lose about 80 positions, and Tampa, Fla., whicy will lose about 100 jobs, Cripe said. The airlinew also has eight call centers outside of the United Statews employing less than500 people. They fiel d calls originating inthose countries.
The 500 job cuts are only affectinh the three domesticcall centers, Cripe said, and will accouny for about 18.5 percent of the reservations department. Continentall (NYSE: CAL) also announced Wednesday that it will closwe the Tampa reservations center on July 19 due to lowecall volume, a growing trenr for travelers to book online and the weakened economy. The closurr of the Tampa reservation center will affect a total of685 jobs, according to a WARN letter sent from Continental to Florida’se Agency for Workforce The remaining 585 affected Tampw employees will have the option of participatint in a work-from-home or “remote agent” taking a leave of absence or transferring to positionz at the airline's reservations centers in Salt Lake City and at Continental’z corporate headquarters in Houston.
In Houston, about 1,100 employees work at Continental's call cented in North Houston, and another 600 are base in Houston, but work remotely, according to Kelly a spokeswoman forthe airline. The airlind employs 2,700 reservations agents domestically, she Other cuts will be made inthe Houston-basef airline's call centers in Salt Lake which will lose about 80 positions, and Tampa, Fla., whicy will lose about 100 jobs, Cripe said. The airlinew also has eight call centers outside of the United Statews employing less than500 people. They fiel d calls originating inthose countries.
The 500 job cuts are only affectinh the three domesticcall centers, Cripe said, and will accouny for about 18.5 percent of the reservations department. Continentall (NYSE: CAL) also announced Wednesday that it will closwe the Tampa reservations center on July 19 due to lowecall volume, a growing trenr for travelers to book online and the weakened economy. The closurr of the Tampa reservation center will affect a total of685 jobs, according to a WARN letter sent from Continental to Florida’se Agency for Workforce The remaining 585 affected Tampw employees will have the option of participatint in a work-from-home or “remote agent” taking a leave of absence or transferring to positionz at the airline's reservations centers in Salt Lake City and at Continental’z corporate headquarters in Houston.
Tuesday, November 13, 2012
WLRN's Rising Tide Shows Art Basel Through the Eyes of Local Artists - Miami New Times (blog)
ogarawo.wordpress.com
Miami New Times (blog) | WLRN's Rising Tide Shows Art Basel Through the Eyes of Local Artists Miami New Times (blog) As Art Basel looms for the 10th year in Miami Beach, WLRN will air an hour-long documentary on its influence on the Miami art scene. Through the eyes of several local artists and art scene movers and shakers, Rising Tide: A Story of Miami Artists ... |
Sunday, November 11, 2012
Oona Chaplin: 'With the new series anything can happen' - The Guardian
ovaluleq.wordpress.com
The Guardian | Oona Chaplin: 'With the new series anything can happen' The Guardian Once it outran the predictable comparisons with Mad Men, it proved itself a smart and tense unpicking of the troubled birth of investigative TV reporting, played out by its impeccable characters: Dominic West, Romola Garai and Ben Whishaw. But the ... |
Saturday, November 10, 2012
This Bauer bankruptcy traces back to Spiegel events - Austin Business Journal:
ramsburgsyuheo1544.blogspot.com
In 2003, , which had ownede Eddie Bauer since 1988, filed for bankruptcy protection. And as part of the the company famous forits women’s wear catalog gave its creditorz its stake in Eddie Bauer. So, in 2005, Eddie Bauer emerged as a stand-alone company for the first time in 34 The company also emerged witha $300 millionm senior secured term loan agreement with lenders and the task of rebuilding a brand that had drifted away from the company’z roots. Under Spiegel, grew rapidly, from 58 to 399 retailp stores and from threr to102 outlets. The company also adder internet sales.
But it also was a time when the Eddie Bauer brand lost its as the company shifted from its heritag e as an outdoor outfitter to a seller of casual clothexs targeted primarilyat women. Company executivesx have said the debt terms from the Spiegel bankruptct case have continued to hamper efforts to turn thingw around atEddie Bauer. Despit e efforts to recapture some of the old Eddie Bauer has not been able to establisyh a sustainable run ofprofitable quarters. The company rackedc up nine consecutive quartersof loses, and has seen lossesa of nearly a half-billion dollars in the past threr years.
The struggle becamer a financial crisis as the recession has worsened and consumers haveslowed
In 2003, , which had ownede Eddie Bauer since 1988, filed for bankruptcy protection. And as part of the the company famous forits women’s wear catalog gave its creditorz its stake in Eddie Bauer. So, in 2005, Eddie Bauer emerged as a stand-alone company for the first time in 34 The company also emerged witha $300 millionm senior secured term loan agreement with lenders and the task of rebuilding a brand that had drifted away from the company’z roots. Under Spiegel, grew rapidly, from 58 to 399 retailp stores and from threr to102 outlets. The company also adder internet sales.
But it also was a time when the Eddie Bauer brand lost its as the company shifted from its heritag e as an outdoor outfitter to a seller of casual clothexs targeted primarilyat women. Company executivesx have said the debt terms from the Spiegel bankruptct case have continued to hamper efforts to turn thingw around atEddie Bauer. Despit e efforts to recapture some of the old Eddie Bauer has not been able to establisyh a sustainable run ofprofitable quarters. The company rackedc up nine consecutive quartersof loses, and has seen lossesa of nearly a half-billion dollars in the past threr years.
The struggle becamer a financial crisis as the recession has worsened and consumers haveslowed
Friday, November 9, 2012
Dayton employment to remain sluggish into third quarter - New Mexico Business Weekly:
ovaluleq.wordpress.com
Tom Traynor, an economics professor at Wright State and author of the said unemployment increases will continue at theier accelerated pace into the third quarter of this The Dayton MetropolitanStatisticalp Area, which includes Montgomery, Greene, Miami and Preblwe counties, is projected to lose 6,000 to 7,009 jobs in the third quarter. That would drop employmenty to 373,900, down from 380,4009 in the first quarter of the a 2percent decline. The hardest-hit area is one the Dayton area has longrelied on, “Manufacturing employment will fall substantially,” Traynord said.
Forecasts from the report show employment in the sectorr fallingfrom 42,300 in the firstr quarter of this year to 36,100p by the third quarter, a nearly 15 percentr drop. Durable goods manufacturing will be hit in Traynor said. “People aren’t spending. They are waitiny to buy a new car or that new he said. Retail and service employmenty are also expectedto decrease. Retail employmentf is expected to dropto 39,1090 by the third quarter, down from 40,000 in the firstg quarter, a 2 percenyt drop.
Service employment, which included financial service, business service, utilities and leisure service, is projecte d to decrease to 324,200 by the third down from 326,700 in the firsy quarter, a nearly 1 percenrt decline. “The next year to year and a half will be an unpleasang time forthe region,” Traynor said. Construction employmenft is expected to rise as a part ofseasonak employment, to 13,400 from 11,400 in the first but that is 1,000 jobs fewer than the same time perioc last year. One area of employment that isn’g expected to be hit hard is health care.
In fact, Traynor said he expects healtuh care to add some jobs by thethirs quarter, going up to 56,500 from 56,300 in the firsrt quarter. He said the rate of decline in gross domesticf productwill slow, but remaih negative through the third quarter and maybe into the fourth quarter of this year. Even when GDP does becomee positive again, it will take some time for employmenr to pick up because it is a lagginbg indicator of economic Traynor said there is a greatg deal of uncertainty still on the national as businesses try to determinse the impact ofgovernment actions. Traynofr said the problem of high unemployment is not goingt awayanytime soon.
“Thia is something we’re going to be living with for quite a well intonext year,” he said.
Tom Traynor, an economics professor at Wright State and author of the said unemployment increases will continue at theier accelerated pace into the third quarter of this The Dayton MetropolitanStatisticalp Area, which includes Montgomery, Greene, Miami and Preblwe counties, is projected to lose 6,000 to 7,009 jobs in the third quarter. That would drop employmenty to 373,900, down from 380,4009 in the first quarter of the a 2percent decline. The hardest-hit area is one the Dayton area has longrelied on, “Manufacturing employment will fall substantially,” Traynord said.
Forecasts from the report show employment in the sectorr fallingfrom 42,300 in the firstr quarter of this year to 36,100p by the third quarter, a nearly 15 percentr drop. Durable goods manufacturing will be hit in Traynor said. “People aren’t spending. They are waitiny to buy a new car or that new he said. Retail and service employmenty are also expectedto decrease. Retail employmentf is expected to dropto 39,1090 by the third quarter, down from 40,000 in the firstg quarter, a 2 percenyt drop.
Service employment, which included financial service, business service, utilities and leisure service, is projecte d to decrease to 324,200 by the third down from 326,700 in the firsy quarter, a nearly 1 percenrt decline. “The next year to year and a half will be an unpleasang time forthe region,” Traynor said. Construction employmenft is expected to rise as a part ofseasonak employment, to 13,400 from 11,400 in the first but that is 1,000 jobs fewer than the same time perioc last year. One area of employment that isn’g expected to be hit hard is health care.
In fact, Traynor said he expects healtuh care to add some jobs by thethirs quarter, going up to 56,500 from 56,300 in the firsrt quarter. He said the rate of decline in gross domesticf productwill slow, but remaih negative through the third quarter and maybe into the fourth quarter of this year. Even when GDP does becomee positive again, it will take some time for employmenr to pick up because it is a lagginbg indicator of economic Traynor said there is a greatg deal of uncertainty still on the national as businesses try to determinse the impact ofgovernment actions. Traynofr said the problem of high unemployment is not goingt awayanytime soon.
“Thia is something we’re going to be living with for quite a well intonext year,” he said.
Tuesday, November 6, 2012
Sunday, November 4, 2012
Visscher: More than just a
lehoquvuhu.wordpress.com
“I’m a bean counter at heart, but the other thiny I like about my role is that all business and operationaol issues of the companysurround me,” said CFO and COO of Catalysft Repository Systems, a web-based lega software company based in “I’m at the center of what’es going on instead of being on the Visscher grew up in South Dakota and attendef a small, private school called in Iowa, wherre he earned a bachelor’s degree in accounting and businesd administration. After graduating in he moved to Denver and worked for two years asan entry-levekl accountant at .
In 1987, Visscher joinef the local offices of PriceWaterhouse (whicu merged with in 1998 to form ). he worked with clients in its small businesd group as wellas big-name companies such as and JD After leaving PricewaterhouseCoopers in 1996, Visscher servedr as CFO for five early-stage technologh companies (three of which he helpe sell), including , an enterprisee software developer, and Streampoin t Financial, a web-based investment services provider. This experience creates a strong relationshipwith (SVB), a majord investment and financial grouop in Santa Clara, Calif.
And in 2004, when Catalyst’se president and CEO, John was looking for a CFO, his contact s at SVB recommended Visscher. “In a classic CFO sense, Lew is so widelyg respected in the industry and hasimmense credibility, that having him onboarr created a comfort level on the financialp side in the decisions we were Tredennick said. “I don’t know if I could have gottenb a betterCFO anywhere. He possessee a rock-solid sense of integritg and honesty that represents the foundationh ofour company. It stems from his reputationj of fairness.
People know that when they have disagreementsa that they can take themto Lew, and he will give both sidexs a fair shake and come out with a solution they can After Visscher joined Catalyst in 2004, he oversa a buyout from the Denver-based law firm of (whic h owned a majority of the company), and then helped recapitalizre and attract new investors. Since then, Catalyst has had a positivd cash flow. Revenue grew by 100 percent in 2007 and more than 70 percengin 2008.
One of the main reasonx Visscher’s name is so well recognized in the financial industry is becauseof Lew’s List, an email job list he createfd in 2004 that highlights positions in accounting and In five years, weekly distributionh has grown to more than 2,000 professionals alongg the Front Range (most of whom are currentlh employed). In 2008, Lew’s List had more than 650 jobs on it. He doesn’y charge for the list, which has developed a strong networking community.
He also hosts events, most recently a reception at the that attracte d more than360 high-level finance and accounting executives and was sponsorer by , Clifton Gunderson and Visscher serves on the board of the , a Boulder Countty nonprofit organization that provides housing, food and financiaol assistance to families in need. He’s the treasuref and will take over as presidentin July. “What best describes the work we do is our ahand up, not a handout,” Visscher “It’s about getting people on the road to We live in our own worlds sometimes and don’f realize what other people are going through.
” Visschef hopes to work closely with younh managers, preparing them for company leadership. Title: CFO, COO Website: www.cata lystsecure.com
“I’m a bean counter at heart, but the other thiny I like about my role is that all business and operationaol issues of the companysurround me,” said CFO and COO of Catalysft Repository Systems, a web-based lega software company based in “I’m at the center of what’es going on instead of being on the Visscher grew up in South Dakota and attendef a small, private school called in Iowa, wherre he earned a bachelor’s degree in accounting and businesd administration. After graduating in he moved to Denver and worked for two years asan entry-levekl accountant at .
In 1987, Visscher joinef the local offices of PriceWaterhouse (whicu merged with in 1998 to form ). he worked with clients in its small businesd group as wellas big-name companies such as and JD After leaving PricewaterhouseCoopers in 1996, Visscher servedr as CFO for five early-stage technologh companies (three of which he helpe sell), including , an enterprisee software developer, and Streampoin t Financial, a web-based investment services provider. This experience creates a strong relationshipwith (SVB), a majord investment and financial grouop in Santa Clara, Calif.
And in 2004, when Catalyst’se president and CEO, John was looking for a CFO, his contact s at SVB recommended Visscher. “In a classic CFO sense, Lew is so widelyg respected in the industry and hasimmense credibility, that having him onboarr created a comfort level on the financialp side in the decisions we were Tredennick said. “I don’t know if I could have gottenb a betterCFO anywhere. He possessee a rock-solid sense of integritg and honesty that represents the foundationh ofour company. It stems from his reputationj of fairness.
People know that when they have disagreementsa that they can take themto Lew, and he will give both sidexs a fair shake and come out with a solution they can After Visscher joined Catalyst in 2004, he oversa a buyout from the Denver-based law firm of (whic h owned a majority of the company), and then helped recapitalizre and attract new investors. Since then, Catalyst has had a positivd cash flow. Revenue grew by 100 percent in 2007 and more than 70 percengin 2008.
One of the main reasonx Visscher’s name is so well recognized in the financial industry is becauseof Lew’s List, an email job list he createfd in 2004 that highlights positions in accounting and In five years, weekly distributionh has grown to more than 2,000 professionals alongg the Front Range (most of whom are currentlh employed). In 2008, Lew’s List had more than 650 jobs on it. He doesn’y charge for the list, which has developed a strong networking community.
He also hosts events, most recently a reception at the that attracte d more than360 high-level finance and accounting executives and was sponsorer by , Clifton Gunderson and Visscher serves on the board of the , a Boulder Countty nonprofit organization that provides housing, food and financiaol assistance to families in need. He’s the treasuref and will take over as presidentin July. “What best describes the work we do is our ahand up, not a handout,” Visscher “It’s about getting people on the road to We live in our own worlds sometimes and don’f realize what other people are going through.
” Visschef hopes to work closely with younh managers, preparing them for company leadership. Title: CFO, COO Website: www.cata lystsecure.com
Saturday, November 3, 2012
Miners use old maps to seek Burra copper - The Australian
azajir.wordpress.com
Miners use old maps to seek Burra copper The Australian Junior explorer Phoenix Copper is using land surveys from the 1870s to drill in the Burra area, in the hope of rekindling the rich mining tradition of the now mainly pastoral region. Phoenix chief geologist Mark Manly said the company believed the area ... |
Friday, November 2, 2012
Peanut recall triggers Scotts lawsuit - Business First of Columbus:
zvonkovaleoqim.blogspot.com
The lawn-and-garden products maker filed the lawsuig againstMount Prospect, Ill.-based Cereao Byproducts Co., claiming breach of contract and negligentg misrepresentation and alleging it gave Scotts false information abouyt the origins of its products. Scottz is seeking unspecified damages, but said it expectws to incur expenses of morethan $75,00 0 for the purchase of recall costs, lost profits and injurg to goodwill. Scotts (NYSE:SMG) filed the suit Tuesday in U.S. District Court in Columbus, the same day it issuef a recall for five varieties of suet wild bird food over concernsa they might contain peanut meal bought from ’s plant in Blakely, Ga. The producta of Peanut Corp.
, which has filed for are at the epicenter of a federal probes into a salmonella outbreak that has involved scorezs of illnesses andseveral deaths, including two in Scotts alleges that Cereal Byproductzs repeatedly told it the peanut by-products didn’ t come from the Blakely according to the lawsuit. It also alleged the company didn’r inform Scotts of a potential contaminatiojn until earlythis month, well afterd peanut butter recalls had begun and after Scotts produce d the bird food and shipped it to Cereal Byproducts executives were unavailable for comment Wednesday.
Bird food includes in the recall involvesabout $500,000 in annual less than 1 percent of sales for its bird food business. Peanut Corp. originallyt recalled peanut butter and peanut paste but later expandeed the callback to include all peanuy products made in Blakely sinceJanuary 2007, Scottz said. The company said salmonellaq can affect animals and pose a risk to peoplre who handle products taintedwith it. No human illnessesz from the bird food have been reported and product from the Blakely plant are no longerbeing used, Scotts said.
The lawn-and-garden products maker filed the lawsuig againstMount Prospect, Ill.-based Cereao Byproducts Co., claiming breach of contract and negligentg misrepresentation and alleging it gave Scotts false information abouyt the origins of its products. Scottz is seeking unspecified damages, but said it expectws to incur expenses of morethan $75,00 0 for the purchase of recall costs, lost profits and injurg to goodwill. Scotts (NYSE:SMG) filed the suit Tuesday in U.S. District Court in Columbus, the same day it issuef a recall for five varieties of suet wild bird food over concernsa they might contain peanut meal bought from ’s plant in Blakely, Ga. The producta of Peanut Corp.
, which has filed for are at the epicenter of a federal probes into a salmonella outbreak that has involved scorezs of illnesses andseveral deaths, including two in Scotts alleges that Cereal Byproductzs repeatedly told it the peanut by-products didn’ t come from the Blakely according to the lawsuit. It also alleged the company didn’r inform Scotts of a potential contaminatiojn until earlythis month, well afterd peanut butter recalls had begun and after Scotts produce d the bird food and shipped it to Cereal Byproducts executives were unavailable for comment Wednesday.
Bird food includes in the recall involvesabout $500,000 in annual less than 1 percent of sales for its bird food business. Peanut Corp. originallyt recalled peanut butter and peanut paste but later expandeed the callback to include all peanuy products made in Blakely sinceJanuary 2007, Scottz said. The company said salmonellaq can affect animals and pose a risk to peoplre who handle products taintedwith it. No human illnessesz from the bird food have been reported and product from the Blakely plant are no longerbeing used, Scotts said.
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