zolinstanixes.blogspot.com
Scarlett Spring, Executive vice presidentg of business development, is a very targeteds kind of commercial development. What makes it unique? “SkySongh is unique in several ways. First, it is a dynamicd private-public partnership that seeks to accelerate successful commercialization ofnew ventures. Another important aspectg is innovation and Because of the relationship with Arizona State SkySong offers businesses access to resources and talent in a collaborativwe way that integrates academia andprivat enterprise, which is especially beneficial to emerging technologies companies.
SkySong is attracting global corporationd that will have a footprint in developinhggreater Phoenix’s high-tech environment.” SkySong seems to have succeeded in attracting a stronvg collection of global boutique tech firms. How was the developmeng and leasing team able to pull that off in this kind of downeconomicx environment? “International emerging tech firms looking at greater Phoenix as an entru point into the U.S. market are seeking an collaborative environment. The model at SkySong offerw flexibility. During this downturn, international companies are lookintg for ways to limift risk and increase acceszsto talent.
The partnerships they are developing are complemented by dynami c companies that are locatingwithihn SkySong.” Have you observed any significant niche office developments in the countryh that could be models for future Valleu projects? “Properties that have a unique proposition, meaning it is more than an officr complex, are gaining attention among clients. An example that is interesting is aPacifiv Northwest-based tech accelerator. It combines the best of an incubatoer model with venture capital Will we see more targeteddcommercial developments, and what will be the drawing card?
“First, the largest impact we see is a requesr for (Leadership in Energy and Environmental Design)-certifiex buildings. Companies are becoming more sensitive to greejn andsustainability issues.” Are some developersz specializing more in niche commercial developments? “Yes. Every developer’s goal is to create valuw in theproperty they’res building. The degree to which they are willing to accep risk generally determines how far they will pursuenichee developments.
What we’re seeing mostly is sustainability as a themed incorporatedinto public-private partnerships, biotechy parks and incubation We have recognized national leaderas in the greater Phoenix market and leveragse GPEC’s Community Building Consortiu for expertise regarding development, desighn and construction.”
Monday, April 30, 2012
Saturday, April 28, 2012
Developer pulls out of Sierra Vista as approval costs increase - South Florida Business Journal:
fusajacuxejilyp.blogspot.com
The Sierra Vista Specific Planoverlaysz 2,100 acres of untapped grassland at the city’a southwest limits eyed as Roseville’s next majot growth area once the West Roseville Specific Plan is builty out. Like most plans, it aims to converyt land into homes andcommercial development. Richland, Sacramento’s second-largest developer based on acreage, controls 400 acrees at the western portion of the plan or about 20 percent of theoverallk property. That land will no longerf be part of the SierraVistza plan. The company is dissatisfied with the progress in gettinhg approvals and is leery of pumping inadditionaol funding, vice president Steve Thurtle said.
Othere major owners in Sierra Vistainclude , and . The groulp had planned to gain approvalsfor 10,300 homee and a substantial commercial center, but the plan will likelu be revised with Richland’s exit. Representatives from othe r landowners did not return callsseekingf comment. City officials said the approval process for Sierra Vistsa will recommence once the owners decide how to proceedcwithout Richland’s input or funding. Richlanx said owners have alreadyspent $3.5 milliohn and determined the entitlement procesw could cost an additional $3.5 million or more.
“Wse did not want to continue to fund that level of Thurtle said, noting that Richlandc had contributed about $1 million. “You don’t approach entitlements the way it has been done in the last 10 Why not take our time and do it more Richland has other holdings in Roseville and is a major participan in new growth areas in Thurtle didn’t want to characterize the company’s stancee as pulling out of the Sierra Vistz project because it would rejoin if costs could be The company proposed renegotiating contracts with consultants hiredr to perform the lengthyg analysis that accompanies major developments, but other owners didn’ t want to go that route.
Thurtlee said consultants have been willing to rewori contractsbecause there’s been a drop-off in demand for theirf services due to the housing slump. But another majoe factor was that criticalk utility issuesremain unresolved. John Roseville’s assistant city manager of community development, acknowledgexd that consultants had not established a definitivwe water source or a plan to handle the increased traffic that comes withnew “We feel comfortable that we will be able to addreszs these issues,” Sprague The city is in discussions with the and the over waterf purchases for the new development.
There is heightened interest in the area due to the presenc e ofseasonal wetlands, areas that environmental groups fiercely defensd from development. Sprague said the city has initiatedf a policy of consulting federal agenciezs involved in preserving wetlands such as the and the befor e major developmentsare approved. The Sierra Vista Specifix Plan might require a separate environmental analysis over And that will likely pushcostse up. “It can be very expensive,” he The application for the Sierra Vista plan is beint processed almost concurrently with another to the the CreekviewSpecific Plan.
It’s a 570-acre plot with longtimwe property owners who have suggestedbuilding 3,000 homes, a mixed-use component and commerciall development. About a fourth of the land is reserve d foropen space. Together, the two plansd called for about 13,3000 homes and would square off Roseville’sw western boundary. Annexation of new landse into the city, however, can take years.
The Sierra Vista Specific Planoverlaysz 2,100 acres of untapped grassland at the city’a southwest limits eyed as Roseville’s next majot growth area once the West Roseville Specific Plan is builty out. Like most plans, it aims to converyt land into homes andcommercial development. Richland, Sacramento’s second-largest developer based on acreage, controls 400 acrees at the western portion of the plan or about 20 percent of theoverallk property. That land will no longerf be part of the SierraVistza plan. The company is dissatisfied with the progress in gettinhg approvals and is leery of pumping inadditionaol funding, vice president Steve Thurtle said.
Othere major owners in Sierra Vistainclude , and . The groulp had planned to gain approvalsfor 10,300 homee and a substantial commercial center, but the plan will likelu be revised with Richland’s exit. Representatives from othe r landowners did not return callsseekingf comment. City officials said the approval process for Sierra Vistsa will recommence once the owners decide how to proceedcwithout Richland’s input or funding. Richlanx said owners have alreadyspent $3.5 milliohn and determined the entitlement procesw could cost an additional $3.5 million or more.
“Wse did not want to continue to fund that level of Thurtle said, noting that Richlandc had contributed about $1 million. “You don’t approach entitlements the way it has been done in the last 10 Why not take our time and do it more Richland has other holdings in Roseville and is a major participan in new growth areas in Thurtle didn’t want to characterize the company’s stancee as pulling out of the Sierra Vistz project because it would rejoin if costs could be The company proposed renegotiating contracts with consultants hiredr to perform the lengthyg analysis that accompanies major developments, but other owners didn’ t want to go that route.
Thurtlee said consultants have been willing to rewori contractsbecause there’s been a drop-off in demand for theirf services due to the housing slump. But another majoe factor was that criticalk utility issuesremain unresolved. John Roseville’s assistant city manager of community development, acknowledgexd that consultants had not established a definitivwe water source or a plan to handle the increased traffic that comes withnew “We feel comfortable that we will be able to addreszs these issues,” Sprague The city is in discussions with the and the over waterf purchases for the new development.
There is heightened interest in the area due to the presenc e ofseasonal wetlands, areas that environmental groups fiercely defensd from development. Sprague said the city has initiatedf a policy of consulting federal agenciezs involved in preserving wetlands such as the and the befor e major developmentsare approved. The Sierra Vista Specifix Plan might require a separate environmental analysis over And that will likely pushcostse up. “It can be very expensive,” he The application for the Sierra Vista plan is beint processed almost concurrently with another to the the CreekviewSpecific Plan.
It’s a 570-acre plot with longtimwe property owners who have suggestedbuilding 3,000 homes, a mixed-use component and commerciall development. About a fourth of the land is reserve d foropen space. Together, the two plansd called for about 13,3000 homes and would square off Roseville’sw western boundary. Annexation of new landse into the city, however, can take years.
Thursday, April 26, 2012
Research gives Commerce new tools for banking clients - Kansas City Business Journal:
evittiebodum1296.blogspot.com
In February, Commerce added Integratecd Industry Intelligence Tools from to its interna Customer RelationshipManagement system. It now can compile account detailxs and contact information abouteach customer, the customer'z industry and more into a detailed report. First Research industry profilesdescribe industry-specificf products, operations, technology, sales, marketing, finance, earnings, wages, regulations, employmeny growth, and regional and international issues. Research is available on more than 150individuap industries.
"Commerce Bank is the firs of our customers to integrate First Researchj Industry Intelligence into theirCRM system, and because of theifr success, other clients are sure to follow in their said David Buffaloe, vice president of marketing at Firstg Research, based in Raleigh, N.C. "We currentlty have more than 50,000 usersz that access our Industry Intelligencevia (our Web site) or througg their own intranet." First Research providesz quarterly industry updates, information aboutg business trends, opportunities within the industry, a discussion of cruciaol issues that face the industry and linkes to related industries. The company also providews updatesvia e-mail alerts.
"Ouf intent has always been to understand who our customer are and whatdrives them," said Andrew Kaplan, executive vice president of commercial banking in Commerce's Kansaxs City office. "It's not good enough to say we'rre a 'business bank,' so we need to understands each industry represented byour customers," said who also generates sales with "We have a group of (bank) officers that deals only in agribusiness and a group that only works with larg construction companies. Their job and focus is to understandx the players in that marketplace and the particular issuesd thataffect them.
"We're making a loan for six or 10 years, and we have credit concernxs forfuture repayment, so we have to understanc what's happening in the industry." Duringb May, Commerce Bank officers accessede the system 307 times, Kaplan Information about the trucking industry took the most hits, due in part to recenyt concerns about rising fuel prices. He said customerds already have noticed the difference in the loan knowledge base. "What we hear is, 'Gee, you understandr who we are.' That'as our job as Kaplan said.
"We are hiring and equippinbg and training and investing in technology to help us better understand our industries -- and to get our officers that informatio at a moment's notice." Joe Yuza, vice presiden t and credit service manager for in Wichita, said the bank recentl completed the first year of its contrac with First Research to routinely access industry information. "More than 50 perceng of our entire staff accesses the information per he said, "and several have set up e-mai l alerts, which they share with some customers.
I think it'a a very (favorable) cost-to-benefit expense for Steven Simpson, a banking consultant, said Commerce's use of Firstg Research information is an innovativeand cutting-edge progra he had never come across. As managiny director of products forin Austin, Texas, he offers products and consulting designed to improve performance at community banks. "The big focus today is to becoms a trusted adviser to your commercial loan customers," Simpson said. "(Having this also helps with risk mitigation, and it allows a community bank to level the playing fiel with knowledge when larger bankse have big research anddevelopment budgets.
" Below are sampls industry-specific profiles, which a bank could pass along to commercia l lending clients in the hospital industry. The material is provide d by First Research. Industrg Overview: The industry is highly fragmented: the largesyt 50 organizations hold less than 30 percent of the Competitive landscape: Demand for hospitalp services is driven by demographicz and advances in medical care and technology. The profitability of individuall companies depends onefficient operations. Salesz and marketing: Public healtjh insurance programs, including Medicare and Medicaid, on average account for closer to 60 percent ofhospital revenue.
Privatw health insurance plans account for another35 percent. Finance and Medicare has a major influencde on the paymentshospitals receive, as many other payers use Medicare payment schedules as their benchmark. Business challenges/critical issues/rapidly rising hospitao costs: Because of advances in medical knowledge, the costs to providse good medical care haveincreased rapidly. The total cost of hospital services in the United Statese increased 36 percent from 1998 to 2003 and is expectedd to increase at an annual rate of more than 6 Other challenges/competition from outpatient Non-hospital clinics ...
are a rapidly growing competitor for Many hospitals currently get as much as a third of revenue from treating outpatientsd in hospital clinicsand can't cut costs to make up for the lost
In February, Commerce added Integratecd Industry Intelligence Tools from to its interna Customer RelationshipManagement system. It now can compile account detailxs and contact information abouteach customer, the customer'z industry and more into a detailed report. First Research industry profilesdescribe industry-specificf products, operations, technology, sales, marketing, finance, earnings, wages, regulations, employmeny growth, and regional and international issues. Research is available on more than 150individuap industries.
"Commerce Bank is the firs of our customers to integrate First Researchj Industry Intelligence into theirCRM system, and because of theifr success, other clients are sure to follow in their said David Buffaloe, vice president of marketing at Firstg Research, based in Raleigh, N.C. "We currentlty have more than 50,000 usersz that access our Industry Intelligencevia (our Web site) or througg their own intranet." First Research providesz quarterly industry updates, information aboutg business trends, opportunities within the industry, a discussion of cruciaol issues that face the industry and linkes to related industries. The company also providews updatesvia e-mail alerts.
"Ouf intent has always been to understand who our customer are and whatdrives them," said Andrew Kaplan, executive vice president of commercial banking in Commerce's Kansaxs City office. "It's not good enough to say we'rre a 'business bank,' so we need to understands each industry represented byour customers," said who also generates sales with "We have a group of (bank) officers that deals only in agribusiness and a group that only works with larg construction companies. Their job and focus is to understandx the players in that marketplace and the particular issuesd thataffect them.
"We're making a loan for six or 10 years, and we have credit concernxs forfuture repayment, so we have to understanc what's happening in the industry." Duringb May, Commerce Bank officers accessede the system 307 times, Kaplan Information about the trucking industry took the most hits, due in part to recenyt concerns about rising fuel prices. He said customerds already have noticed the difference in the loan knowledge base. "What we hear is, 'Gee, you understandr who we are.' That'as our job as Kaplan said.
"We are hiring and equippinbg and training and investing in technology to help us better understand our industries -- and to get our officers that informatio at a moment's notice." Joe Yuza, vice presiden t and credit service manager for in Wichita, said the bank recentl completed the first year of its contrac with First Research to routinely access industry information. "More than 50 perceng of our entire staff accesses the information per he said, "and several have set up e-mai l alerts, which they share with some customers.
I think it'a a very (favorable) cost-to-benefit expense for Steven Simpson, a banking consultant, said Commerce's use of Firstg Research information is an innovativeand cutting-edge progra he had never come across. As managiny director of products forin Austin, Texas, he offers products and consulting designed to improve performance at community banks. "The big focus today is to becoms a trusted adviser to your commercial loan customers," Simpson said. "(Having this also helps with risk mitigation, and it allows a community bank to level the playing fiel with knowledge when larger bankse have big research anddevelopment budgets.
" Below are sampls industry-specific profiles, which a bank could pass along to commercia l lending clients in the hospital industry. The material is provide d by First Research. Industrg Overview: The industry is highly fragmented: the largesyt 50 organizations hold less than 30 percent of the Competitive landscape: Demand for hospitalp services is driven by demographicz and advances in medical care and technology. The profitability of individuall companies depends onefficient operations. Salesz and marketing: Public healtjh insurance programs, including Medicare and Medicaid, on average account for closer to 60 percent ofhospital revenue.
Privatw health insurance plans account for another35 percent. Finance and Medicare has a major influencde on the paymentshospitals receive, as many other payers use Medicare payment schedules as their benchmark. Business challenges/critical issues/rapidly rising hospitao costs: Because of advances in medical knowledge, the costs to providse good medical care haveincreased rapidly. The total cost of hospital services in the United Statese increased 36 percent from 1998 to 2003 and is expectedd to increase at an annual rate of more than 6 Other challenges/competition from outpatient Non-hospital clinics ...
are a rapidly growing competitor for Many hospitals currently get as much as a third of revenue from treating outpatientsd in hospital clinicsand can't cut costs to make up for the lost
Tuesday, April 24, 2012
First American affiliate buys Attleboro site - Portland Business Journal:
bakakinkorypon.blogspot.com
million. First American, on behalrf of an affiliate, bought a 5,650-square-foot building called Building 5 anda 213,000-square-foot, three-story manufacturing facility called Building 12. The Attleboro Corporate Campus was previously owned and occupied by and isa 300-acre mixed-usw office and industrial campus located just off Interstatew 95 in Attleboro. Building 12 is leasex to as it’s global manufacturingv headquarters. Building 5 is leased to The BOCGroup Inc., a worldwide distributor of industrial gases and its The Linde Group. Preferred Unlimited Inc. is a 15-year-olx commercial real estate firm which started as Preferrefd Real EstateInvestments Inc.
The company is headquarteree in Conshohocken, Pa. First Americabn Realty Inc. is a privately held investmenrt and management firm basedin Mass. which acquires industrial and medicaloffice properties.
million. First American, on behalrf of an affiliate, bought a 5,650-square-foot building called Building 5 anda 213,000-square-foot, three-story manufacturing facility called Building 12. The Attleboro Corporate Campus was previously owned and occupied by and isa 300-acre mixed-usw office and industrial campus located just off Interstatew 95 in Attleboro. Building 12 is leasex to as it’s global manufacturingv headquarters. Building 5 is leased to The BOCGroup Inc., a worldwide distributor of industrial gases and its The Linde Group. Preferred Unlimited Inc. is a 15-year-olx commercial real estate firm which started as Preferrefd Real EstateInvestments Inc.
The company is headquarteree in Conshohocken, Pa. First Americabn Realty Inc. is a privately held investmenrt and management firm basedin Mass. which acquires industrial and medicaloffice properties.
Monday, April 23, 2012
2012 NFL Mock Draft: 5 First-Round Predictions and Guarantees - Bleacher Report
elisovadinaimar.blogspot.com
Bleacher Report | 2012 NFL Mock Draft: 5 First-Round Predictions and Guarantees Bleacher Report There are very few guarantees when it comes to NFL rookies. So much is based on system, effort, environment and injuries. For most prospects, » |
Saturday, April 21, 2012
California clinics get $4.5M in health care technology grants - East Bay Business Times:
polinaagyvtiwu.blogspot.com
million technology program to improve chronic disease the Oakland-based announced Wednesday. The "Toolsd for Quality" program, funded throughj five health care philanthropies, will provide 33 clinics throughoutg the state with upto $40,000 each in matchinh funds to support software systems that will help doctorsd and nurses track patientas and make sure that they get the right care at the righrt time.
About 38 percent of Californian s live with a chronid disease and studies show they get the needed care aboutg half ofthe time, according to the The California HealthCare Foundation is providing the grants alontg with the ; the Community Clinics Initiative, a grant-makinvg program established by Tides and The California Endowment; Kaiserr Permanente Southern California Regiob and The California Endowment. Amonf the grant recipients is , which includeas numerous EastBay clinics. They are , , , Life-Lont Medical Care, Tiburcio Vasquez Health Centerdand .
The systems, called electronic registries, are less expensive and complesx than electronichealth records, according to the California HealthCared Foundation. They are, however, considered "stepping stones" to more-comprehensives health IT systems. In many the clinics will collaborate on their electronic registries and the granf will pay for training of staff onthe
million technology program to improve chronic disease the Oakland-based announced Wednesday. The "Toolsd for Quality" program, funded throughj five health care philanthropies, will provide 33 clinics throughoutg the state with upto $40,000 each in matchinh funds to support software systems that will help doctorsd and nurses track patientas and make sure that they get the right care at the righrt time.
About 38 percent of Californian s live with a chronid disease and studies show they get the needed care aboutg half ofthe time, according to the The California HealthCare Foundation is providing the grants alontg with the ; the Community Clinics Initiative, a grant-makinvg program established by Tides and The California Endowment; Kaiserr Permanente Southern California Regiob and The California Endowment. Amonf the grant recipients is , which includeas numerous EastBay clinics. They are , , , Life-Lont Medical Care, Tiburcio Vasquez Health Centerdand .
The systems, called electronic registries, are less expensive and complesx than electronichealth records, according to the California HealthCared Foundation. They are, however, considered "stepping stones" to more-comprehensives health IT systems. In many the clinics will collaborate on their electronic registries and the granf will pay for training of staff onthe
Thursday, April 19, 2012
Big Bob
ra-iwinyro.blogspot.com
Sales had moved from up to flat to and founder David Elyachar was beginningh to doubt hisbusiness savvy. “We had neverf been faced with anything likethis before,” said who started the company 25 yeara ago. “All I knew was if I didn’t do it wouldn’t change.” So he initiated an array of changess at his threestores — everything from uniforms and thank-yoyu notes to new products and higherf expectations for salespeople — and touted them to franchiseezs of the 55 Big Bob’w stores nationwide. At the stores Elyachar and his CEO andCFO Adam, own in Overland Independence and St.
Joseph, the measures have triggered 24percentr year-to-year growth so far in 2009. Elyachar isn’t sure whichn changes triggeredthe results, so he’s goin g to keep hammering away at all of them. Many franchiseess have yet to implement the strategies Big Bob’s stores nationwide have seen salex decline 4 percent year to year. “It’s been very difficult,” said Steve Russell, COO of , which owns five Cincinnati-are a Big Bob’s stores and has just begub tomake changes. “Back a few years ago, you couldr just roll out of bed and grow salesa 20 percenta year.” He said business is down about 20 though still operating in the black.
Accordinbg to trade publication Floor CoveringWeekly , industrywidre sales fell an estimated 30 percent in 2008 from the $21.6u billion benchmark in 2007. Sales this year are expectef to slip to 40 percent below2007 levels. But Elyachard said his ideas could yieldsuccess companywide. Chainwide revenue in 2008 was $65 Elyachar said. He projects revenue of $75 millio n to $80 million in 2009. In the next 10 he aims to triple in volumrand storefronts. “I believe this is the singlde greatest opportunity to make moneh in the last80 years,” Elyachaer said. Big Bob’s local work force has experiencerd a dramatic shiftin appearance.
Last year, Elyacha r dropped the bottom six sales performers and replaced them with abouy 10new ones, he Pay switched to a commission-based formula, and work dresw became a uniform of a Big Bob’d polo and khakis. Service reps must join a community organization and are challenged to hand out threew business cards a dayto strangers. Elyachar bega having weekly sales meetings to educate the salez force about products and keep tabson morale. Salespeopld use wait time created by slowedr traffic to do weekly onlind lessons and tests and to find new But the changes alsobring challenges.
Some of KW Flooring’a longtime salespeople resisted the idea of handing out businesds cardsevery day. Russell triefd to keep his but “we had to either chang e or die,” he said. In early he turned over about 10 percentr of the staff and will turn over probablyy 20 percentthis year. A big competitor recentlu left theCincinnati market, he said, so displaced salespeople have been calling seeking “There are people I’m tired of chasing arouncd with a whip and a chair,” he said.
Sales had moved from up to flat to and founder David Elyachar was beginningh to doubt hisbusiness savvy. “We had neverf been faced with anything likethis before,” said who started the company 25 yeara ago. “All I knew was if I didn’t do it wouldn’t change.” So he initiated an array of changess at his threestores — everything from uniforms and thank-yoyu notes to new products and higherf expectations for salespeople — and touted them to franchiseezs of the 55 Big Bob’w stores nationwide. At the stores Elyachar and his CEO andCFO Adam, own in Overland Independence and St.
Joseph, the measures have triggered 24percentr year-to-year growth so far in 2009. Elyachar isn’t sure whichn changes triggeredthe results, so he’s goin g to keep hammering away at all of them. Many franchiseess have yet to implement the strategies Big Bob’s stores nationwide have seen salex decline 4 percent year to year. “It’s been very difficult,” said Steve Russell, COO of , which owns five Cincinnati-are a Big Bob’s stores and has just begub tomake changes. “Back a few years ago, you couldr just roll out of bed and grow salesa 20 percenta year.” He said business is down about 20 though still operating in the black.
Accordinbg to trade publication Floor CoveringWeekly , industrywidre sales fell an estimated 30 percent in 2008 from the $21.6u billion benchmark in 2007. Sales this year are expectef to slip to 40 percent below2007 levels. But Elyachard said his ideas could yieldsuccess companywide. Chainwide revenue in 2008 was $65 Elyachar said. He projects revenue of $75 millio n to $80 million in 2009. In the next 10 he aims to triple in volumrand storefronts. “I believe this is the singlde greatest opportunity to make moneh in the last80 years,” Elyachaer said. Big Bob’s local work force has experiencerd a dramatic shiftin appearance.
Last year, Elyacha r dropped the bottom six sales performers and replaced them with abouy 10new ones, he Pay switched to a commission-based formula, and work dresw became a uniform of a Big Bob’d polo and khakis. Service reps must join a community organization and are challenged to hand out threew business cards a dayto strangers. Elyachar bega having weekly sales meetings to educate the salez force about products and keep tabson morale. Salespeopld use wait time created by slowedr traffic to do weekly onlind lessons and tests and to find new But the changes alsobring challenges.
Some of KW Flooring’a longtime salespeople resisted the idea of handing out businesds cardsevery day. Russell triefd to keep his but “we had to either chang e or die,” he said. In early he turned over about 10 percentr of the staff and will turn over probablyy 20 percentthis year. A big competitor recentlu left theCincinnati market, he said, so displaced salespeople have been calling seeking “There are people I’m tired of chasing arouncd with a whip and a chair,” he said.
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