WJON News | Impaired driver crashes into car in Brooklyn Center, killing 2 Minneapolis Star Tribune Two men were dead after a driver impaired by alcohol crashed into their car Saturday night in Brooklyn Center, according to the State Patrol. And the driver and his impaired passenger tried to flee after the crash, on 57th Avenue N. at Hwy. ... Suspected drunk driver kills 2 in Brooklyn Center 2 killed in broadside crash in Brooklyn Center; alcohol and speed may have ... |
Monday, March 7, 2011
Impaired driver crashes into car in Brooklyn Center, killing 2 - Minneapolis Star Tribune
http://nzcountrytours.com/nz14.htm
Friday, March 4, 2011
Keeping their cool: Partnership spurs HVAC firm to new growth - Puget Sound Business Journal (Seattle):
http://kitchensplusdesign.com/about.html
He joined as a partner two years ago, enabling the company to focus on building its commercial construction and service businessxand de-emphasize its residential interests. “I had confidencse when he came over becausew he had a long track recorde of doing this typeof stuff,” Newberry says of Kittinger, a commerciao construction veteran. “The potential for me was to becom e a partner with a company and being able to startt the commercial side up pretty much from scratchg and building it to what itis today. That was primarilhy my incentive,” Kittinger says.
“I’ver been doing this for a long time and done it for a coupleogfother companies, and this was an opportunit of right time, righrt place.” Air Doctors saw its commerciao construction revenue grow about 500 percent to $1.2 million last year. Its total revenues was $2.2 million, more than six time greater than 2006. Newberry is expectin g $2.5 million in revenue this with commercial construction accountingv for55 percent, commercial services 30 percent and residential maintenance and installation 15 Air Doctors is in the process of making the commerciao construction business a separate company with a new “Mike had a decent customer base to start,” Kittingefr says.
“He had done real well with getting insome customers. He just didn’t know how to do the biggerr jobs, how to estimate them and how to micro-manage Air Doctors installs and services HVAC systems for facilitiee suchas schools, office and medical buildings, churches, restaurantas and motels. The company is bidding on largerprojects — up to $1.5 millionb — now that struggling residential heating and air installers are movinb to the commercial side and offering discount prices. “I affects our bottom line because we have to push the grosmargin down, but you make up for that in size and Newberry says. “It definitely changes everything.
It changes your sales process. It takes a lot longe r on the front end. It’s more time consuming with projectg management.” Newberry’s customer service philosophy is to neverf say no to a reques even if it is outside Air core services. Through the years Newberry has used his maintenancre background to patchleakt roofs, fix plumbing and repaidr a cappuccino machine. “I tell my guys all the ‘Don’t ever tell them no. If somebodu has to tell them no it’ll come from the top; it’se not going to come from the ” Newberry says.
“My guys are, we can, and what can I do for ”
He joined as a partner two years ago, enabling the company to focus on building its commercial construction and service businessxand de-emphasize its residential interests. “I had confidencse when he came over becausew he had a long track recorde of doing this typeof stuff,” Newberry says of Kittinger, a commerciao construction veteran. “The potential for me was to becom e a partner with a company and being able to startt the commercial side up pretty much from scratchg and building it to what itis today. That was primarilhy my incentive,” Kittinger says.
“I’ver been doing this for a long time and done it for a coupleogfother companies, and this was an opportunit of right time, righrt place.” Air Doctors saw its commerciao construction revenue grow about 500 percent to $1.2 million last year. Its total revenues was $2.2 million, more than six time greater than 2006. Newberry is expectin g $2.5 million in revenue this with commercial construction accountingv for55 percent, commercial services 30 percent and residential maintenance and installation 15 Air Doctors is in the process of making the commerciao construction business a separate company with a new “Mike had a decent customer base to start,” Kittingefr says.
“He had done real well with getting insome customers. He just didn’t know how to do the biggerr jobs, how to estimate them and how to micro-manage Air Doctors installs and services HVAC systems for facilitiee suchas schools, office and medical buildings, churches, restaurantas and motels. The company is bidding on largerprojects — up to $1.5 millionb — now that struggling residential heating and air installers are movinb to the commercial side and offering discount prices. “I affects our bottom line because we have to push the grosmargin down, but you make up for that in size and Newberry says. “It definitely changes everything.
It changes your sales process. It takes a lot longe r on the front end. It’s more time consuming with projectg management.” Newberry’s customer service philosophy is to neverf say no to a reques even if it is outside Air core services. Through the years Newberry has used his maintenancre background to patchleakt roofs, fix plumbing and repaidr a cappuccino machine. “I tell my guys all the ‘Don’t ever tell them no. If somebodu has to tell them no it’ll come from the top; it’se not going to come from the ” Newberry says.
“My guys are, we can, and what can I do for ”
Wednesday, March 2, 2011
Study: Immigrants return home for economic opportunities - Sacramento Business Journal:
wilhelminadora4287.blogspot.com
The study, by Harvard professor Vivejk Wadhwa, was based on surveys of roughlyg 1,200 highly skilled immigrants who had studied or workesd in the United States and subsequentlyh returned to their home It found that the departure of such immigrants representws more lost opportunity than any potential gain in employmengtfor Americans. “A substantial number of highlyt skilled immigrants have started returning to their home countries inrecent years, draining a key source of brain power and innovation,” Robert the Kauffman Foundation’s vice presiden t of research and policy, said in the “We wanted to know what is encouraginv this much-needed growth engine to leave our thereby sending entrepreneurship and economic stimulus to placed like Bangalore and Beijing.
” Most Indianm immigrant subjects who returned to their home countries were an averaged of 30 years old, and Chiness were an average of 33. In both most were male, married and had no These returnees had degreesa mainlyin management, technology or Fifty-one percent of Chinese respondentxs had master’s degrees, and 40.8 percent had doctorates. Of Indiahn respondents, 65.6 percent had master’s and 12.1 percent had doctorates.
Most returnees originall y came to the Unites States for professional and educationa ldevelopment opportunities, and the majoritt of returnees cited careere and quality of life as the main reasons to returnj to their home The most common professional factor (86.8 percentg of Chinese and 79 percent of motivating workers to return home was the growing demanr for their skills in their home countries. Returnees also thought their home countries provided bettercareer opportunities. Family and friendship considerations strongly influence immigrants to return to their home Many returnees consider care for aging parentsd to be superior in their homecountrieas (89.4 percent of Indians and 79.
1 percent of Chinese). Sincw returning home, 56.6 percent of Indians and 50.2 percent of Chinesre respondents indicated that they would be likely to star a business in the nextfive years, but they thoughft their best opportunities for entrepreneurship were at home (53.5 percentr of Indian and 60.7 percent of Chinese Research from an earlied Kauffman Foundation study showed that immigrants historically have provided one of America’s greatest competitivwe advantages. Between 1990 and 2007, the proportiobn of immigrants inthe U.S. labor forcw increased from 9.3 percent to 15.
7 and a large and growing proportionj of immigrants bring high levels of educatiojn and skill to the United States. Immigrants have contributed disproportionately in the most dynamivc part ofthe U.S. economy — the high-tecnh sector — and immigrant inventors contributed to more than 25 percentof U.S. globa l patent applications. Immigrant-founded companies based in the United Statewsemployed 450,000 workers and generated $52 billion in revenure in 2006. “While some have tried to associate the increase in foreig n workers over recent yearsw with the economic problems that have plaguedthe country, this data verifiezs the opposite effect,” Wadhwa said in the release.
“Ic the U.S. government and the business communitgy could find better ways to offere good jobs in tandem with less restrictivs visa policies fortalented immigrants, the U.S. might be able to recaptured many of these immigrante and their potential to help growthe U.S. economy.” on the Kauffmanm Foundation’s Web site.
The study, by Harvard professor Vivejk Wadhwa, was based on surveys of roughlyg 1,200 highly skilled immigrants who had studied or workesd in the United States and subsequentlyh returned to their home It found that the departure of such immigrants representws more lost opportunity than any potential gain in employmengtfor Americans. “A substantial number of highlyt skilled immigrants have started returning to their home countries inrecent years, draining a key source of brain power and innovation,” Robert the Kauffman Foundation’s vice presiden t of research and policy, said in the “We wanted to know what is encouraginv this much-needed growth engine to leave our thereby sending entrepreneurship and economic stimulus to placed like Bangalore and Beijing.
” Most Indianm immigrant subjects who returned to their home countries were an averaged of 30 years old, and Chiness were an average of 33. In both most were male, married and had no These returnees had degreesa mainlyin management, technology or Fifty-one percent of Chinese respondentxs had master’s degrees, and 40.8 percent had doctorates. Of Indiahn respondents, 65.6 percent had master’s and 12.1 percent had doctorates.
Most returnees originall y came to the Unites States for professional and educationa ldevelopment opportunities, and the majoritt of returnees cited careere and quality of life as the main reasons to returnj to their home The most common professional factor (86.8 percentg of Chinese and 79 percent of motivating workers to return home was the growing demanr for their skills in their home countries. Returnees also thought their home countries provided bettercareer opportunities. Family and friendship considerations strongly influence immigrants to return to their home Many returnees consider care for aging parentsd to be superior in their homecountrieas (89.4 percent of Indians and 79.
1 percent of Chinese). Sincw returning home, 56.6 percent of Indians and 50.2 percent of Chinesre respondents indicated that they would be likely to star a business in the nextfive years, but they thoughft their best opportunities for entrepreneurship were at home (53.5 percentr of Indian and 60.7 percent of Chinese Research from an earlied Kauffman Foundation study showed that immigrants historically have provided one of America’s greatest competitivwe advantages. Between 1990 and 2007, the proportiobn of immigrants inthe U.S. labor forcw increased from 9.3 percent to 15.
7 and a large and growing proportionj of immigrants bring high levels of educatiojn and skill to the United States. Immigrants have contributed disproportionately in the most dynamivc part ofthe U.S. economy — the high-tecnh sector — and immigrant inventors contributed to more than 25 percentof U.S. globa l patent applications. Immigrant-founded companies based in the United Statewsemployed 450,000 workers and generated $52 billion in revenure in 2006. “While some have tried to associate the increase in foreig n workers over recent yearsw with the economic problems that have plaguedthe country, this data verifiezs the opposite effect,” Wadhwa said in the release.
“Ic the U.S. government and the business communitgy could find better ways to offere good jobs in tandem with less restrictivs visa policies fortalented immigrants, the U.S. might be able to recaptured many of these immigrante and their potential to help growthe U.S. economy.” on the Kauffmanm Foundation’s Web site.
Sunday, February 27, 2011
NuPhysicia rolls out workplace health care telemedicine option - Silicon Valley / San Jose Business Journal:
vittitowmehigyk1238.blogspot.com
Houston-based NuPhysicia LLC has launched a new producf line called MedicineAt Work, which the company markets as on-sites health care for workplaces of all NuPhysicia has secured full-time physiciabn staffing for clients of Medicine At Work, meaninv that emergency medicine and internal medicine physicians are available 40 houre a week to provide health care servicess to patients via advanced videl telemedicine technology. Using two-way video, a doctor providingy services through Medicine At Work can conducgt examinationsin real-time with the help of a on-site paramedic who is also a certifiee nutritionist and wellness counselor. Dr.
Michael senior vice president and a physiciamat NuPhysicia, says that to be able to perfor m their services all the doctors need is a 12x12 power plug and Internet Melody Reid, executive director for employee health servicew at NuPhysicia, says doctords are on duty and available throughout the workdayt via live, two-way The doctors, she says, “stand to see patients, diagnose their illness or recommend care and treatment and prescrib medications when required. “The unique thinhg is that, because we utilize telemedicine technology, we don’t require a big constructioh buildout,” Reid says. “We can use unusedc office space ata company’s work site.
” Medicine At she adds, provides the entire cliniv setup, including an exam table, desk, scales and bloo pressure cup. “By we don’t mean telephonic or e-maiol care,” Reid says. “We are trulty interactive through videoconference equipment and highly specialized medical scopes.” NuPhysicia has so far signedf on one company for the new Medicin At Work product line. Reid declined to name the Houston-basedf company saying only that it has 730 410 of whom are at its headquarters Portable telemedicine units are set up atthe firm’sw other locations around the city.
Amongv the services offered are a healtj risk assessment that uses biometric and lab informatiohn as well as patient questionnairde to assessa patient’s health Doctors usually spend at leasrt 30 minutes interacting with the according to Reid, “to arrive at that individual’s statee of health.” Davis says the goal is not to replace regulart primary care physicians. “This is all about a collaborativr medical care initiative wherebywe co-operatr with that person’s existing relationship, not replace Davis says. Dr.
Oscar Boltinghouse, NuPhysiciza senior vice president and a says that typically companies need tohave 1,000p or more employees to justify the buildoutf of an on-site health care facility. But Medicind At Work can be appliesd to campuses as small as 400 he says. The benefits to an employer are Reid says. “Because of the convenient accesesto care, employees no longer have to drive off campue and take four hoursz out of their day to see a doctor, or wait two to threw weeks to secure an appointment,” she Consequently, employers should expect to see less abseentismj and a more productive work force. the service could result in a reduction in health insurancr costs for a Reid says.
Houston-based NuPhysicia LLC has launched a new producf line called MedicineAt Work, which the company markets as on-sites health care for workplaces of all NuPhysicia has secured full-time physiciabn staffing for clients of Medicine At Work, meaninv that emergency medicine and internal medicine physicians are available 40 houre a week to provide health care servicess to patients via advanced videl telemedicine technology. Using two-way video, a doctor providingy services through Medicine At Work can conducgt examinationsin real-time with the help of a on-site paramedic who is also a certifiee nutritionist and wellness counselor. Dr.
Michael senior vice president and a physiciamat NuPhysicia, says that to be able to perfor m their services all the doctors need is a 12x12 power plug and Internet Melody Reid, executive director for employee health servicew at NuPhysicia, says doctords are on duty and available throughout the workdayt via live, two-way The doctors, she says, “stand to see patients, diagnose their illness or recommend care and treatment and prescrib medications when required. “The unique thinhg is that, because we utilize telemedicine technology, we don’t require a big constructioh buildout,” Reid says. “We can use unusedc office space ata company’s work site.
” Medicine At she adds, provides the entire cliniv setup, including an exam table, desk, scales and bloo pressure cup. “By we don’t mean telephonic or e-maiol care,” Reid says. “We are trulty interactive through videoconference equipment and highly specialized medical scopes.” NuPhysicia has so far signedf on one company for the new Medicin At Work product line. Reid declined to name the Houston-basedf company saying only that it has 730 410 of whom are at its headquarters Portable telemedicine units are set up atthe firm’sw other locations around the city.
Amongv the services offered are a healtj risk assessment that uses biometric and lab informatiohn as well as patient questionnairde to assessa patient’s health Doctors usually spend at leasrt 30 minutes interacting with the according to Reid, “to arrive at that individual’s statee of health.” Davis says the goal is not to replace regulart primary care physicians. “This is all about a collaborativr medical care initiative wherebywe co-operatr with that person’s existing relationship, not replace Davis says. Dr.
Oscar Boltinghouse, NuPhysiciza senior vice president and a says that typically companies need tohave 1,000p or more employees to justify the buildoutf of an on-site health care facility. But Medicind At Work can be appliesd to campuses as small as 400 he says. The benefits to an employer are Reid says. “Because of the convenient accesesto care, employees no longer have to drive off campue and take four hoursz out of their day to see a doctor, or wait two to threw weeks to secure an appointment,” she Consequently, employers should expect to see less abseentismj and a more productive work force. the service could result in a reduction in health insurancr costs for a Reid says.
Friday, February 25, 2011
OHL takes space in ProLogis NorthPark - Houston Business Journal:
friends-unitgoods.blogspot.com
This is the 11th lease transactiohnbetween ProLogis, a Denver-based develope r of industrial facilities, and OHL, a third party logistic provider. Brentwood, Tenn.-based OHL occupiez about 2.8 million square feet of distribution space with ProLogias in various locations across theUnitef States. The firm handles goods for its clients byproviding transportation, warehousing, customw brokerage, freight management and import/export consulting ProLogis NorthPark, located on Interstate 45 norty of Beltway 8, consists of 500,000 square feet of spacer in four buildings.
OHL will join other tenants in the industriapl parkincluding Anna’s Linens, Proinlosa Energy Cyclone Enterprises and Labrada Bodybuilding Nutrition. ProLogis owns 10.9 million squarr feet of industrial buildings in Houston with customerd suchas Toshiba, Mitsubishi Group and Iron Mountain Information Ross Matthews, first vice president and markert officer for ProLogis in Houston, says the firm’ s local portfolio is 99 percenft leased following the OHL transaction.
This is the 11th lease transactiohnbetween ProLogis, a Denver-based develope r of industrial facilities, and OHL, a third party logistic provider. Brentwood, Tenn.-based OHL occupiez about 2.8 million square feet of distribution space with ProLogias in various locations across theUnitef States. The firm handles goods for its clients byproviding transportation, warehousing, customw brokerage, freight management and import/export consulting ProLogis NorthPark, located on Interstate 45 norty of Beltway 8, consists of 500,000 square feet of spacer in four buildings.
OHL will join other tenants in the industriapl parkincluding Anna’s Linens, Proinlosa Energy Cyclone Enterprises and Labrada Bodybuilding Nutrition. ProLogis owns 10.9 million squarr feet of industrial buildings in Houston with customerd suchas Toshiba, Mitsubishi Group and Iron Mountain Information Ross Matthews, first vice president and markert officer for ProLogis in Houston, says the firm’ s local portfolio is 99 percenft leased following the OHL transaction.
Tuesday, February 22, 2011
Gerwins reopen Casa Vieja - New Mexico Business Weekly:
steel roof
Casa Vieja, at 4541 Corralew Road, can seat more than 140 guests and includesd a large outdoor patio Josh Gerwin is the executive chef and all food ispreparerd in-house, including breads, salad dressings and Kate Gerwin is a certified sommelier. The new menu featureas rustic, New Mexico cuisine highlightedby fresh, loca l produce that comes directly from the Corralesz Grower’s Market. Lunch entrées at Casa Viejqa range from $8 to $12 and dinnerd items vary from $14 to $23 per Josh is originally from Ventura and Kate is fromSonoma County, Calif. He worked as the sous chef at thein Ariz., and she worked at variouzs wineries in Northern California.
Casa Viej a is open seven daysa week, servinvg lunch from 11:30 a.m. to 3 p.m. and dinnerd from 5 p.m. to 9 with a bar menu available between luncjh and dinner Mondaythrough Saturday, and a Sunday brunch from 10 a.m. to 3 p.m.
Casa Vieja, at 4541 Corralew Road, can seat more than 140 guests and includesd a large outdoor patio Josh Gerwin is the executive chef and all food ispreparerd in-house, including breads, salad dressings and Kate Gerwin is a certified sommelier. The new menu featureas rustic, New Mexico cuisine highlightedby fresh, loca l produce that comes directly from the Corralesz Grower’s Market. Lunch entrées at Casa Viejqa range from $8 to $12 and dinnerd items vary from $14 to $23 per Josh is originally from Ventura and Kate is fromSonoma County, Calif. He worked as the sous chef at thein Ariz., and she worked at variouzs wineries in Northern California.
Casa Viej a is open seven daysa week, servinvg lunch from 11:30 a.m. to 3 p.m. and dinnerd from 5 p.m. to 9 with a bar menu available between luncjh and dinner Mondaythrough Saturday, and a Sunday brunch from 10 a.m. to 3 p.m.
Sunday, February 20, 2011
Solo Cup closes Havre de Grace center as it cuts costs - Baltimore Business Journal:
rubber roofs
cup maker continues consolidating its real The company shut downthe 500,000-square-foot facility in around the same time it laid off 150 productioj line workers and 29 corporate jobs in Owings Workers were notified about a month befores the Dec. 14 closure and were givenn the opportunity to transfer to eithefr Owings Mills or Hampsteacd inCarroll County, companu spokeswoman Angie Chaplin said. Only 10 employees acceptes the offer. Solo Cup owns the property at 1900Clarik Road, which is assessed at $20.4 and has retained Cushman Wakefield of Maryland to sell or lease the Leasing space there would cost $3.85 per square foot. Harford County’s unemploymengt rate has climbedfrom 3.
1 percenft in November 2007 to 5 percent in November 2008 as 2,5000 workers lost their jobs in the county over the past The situation is just as severew across Greater Baltimore and the where the unemployment rate increased to 5.8 percent in A number of employers have announced largde numbers of job cuts, includingf in Baltimore County, Harland Clarke in Anne Arundelp County, and more recently, in Howard County. Solo Cup did not notifh economic development officials in Havre de Grace or in Harford where news ofthe plant’se closure disappointed but did not surprise Harford County Economivc Development Director James C. Richardson.
The company has been downsizintg or closing plants acrossthe country, includinhg operations in Albuquerque, and a manufacturing plant near its Illinoids headquarters. The company paid $4.5 million in severance and othetr costs tied to those plant closured for the quarterended 28, 2008, the company said in its most recent quarterly reporg filed in November. For the the company posted net salesof $462 million, down from $527 millio for third quarter 2007. Its earningse were $13 million down from $21 million in thirsd quarter 2007.
The decision to close its Havre de Gracr facility was driven by upgrades and improved equipmengt atSolo Cup’s other sites, includinvg in Hampstead, Chaplin said. As the reported May 23, Solo Cup has considered consolidating its Owings Mills and Havrse de Grace plants into larger spacein Hampstead. Chaplib said the company is still studying its space inGreater Baltimore. Aboutr 950 plant and corporate employees work at the OwingsMillds site. Baltimore County Economi Development DirectorDavid S.
Iannucci said he is concerned about keepinv Solo Cup in the county and has initiated several meetings with the company over thepast
cup maker continues consolidating its real The company shut downthe 500,000-square-foot facility in around the same time it laid off 150 productioj line workers and 29 corporate jobs in Owings Workers were notified about a month befores the Dec. 14 closure and were givenn the opportunity to transfer to eithefr Owings Mills or Hampsteacd inCarroll County, companu spokeswoman Angie Chaplin said. Only 10 employees acceptes the offer. Solo Cup owns the property at 1900Clarik Road, which is assessed at $20.4 and has retained Cushman Wakefield of Maryland to sell or lease the Leasing space there would cost $3.85 per square foot. Harford County’s unemploymengt rate has climbedfrom 3.
1 percenft in November 2007 to 5 percent in November 2008 as 2,5000 workers lost their jobs in the county over the past The situation is just as severew across Greater Baltimore and the where the unemployment rate increased to 5.8 percent in A number of employers have announced largde numbers of job cuts, includingf in Baltimore County, Harland Clarke in Anne Arundelp County, and more recently, in Howard County. Solo Cup did not notifh economic development officials in Havre de Grace or in Harford where news ofthe plant’se closure disappointed but did not surprise Harford County Economivc Development Director James C. Richardson.
The company has been downsizintg or closing plants acrossthe country, includinhg operations in Albuquerque, and a manufacturing plant near its Illinoids headquarters. The company paid $4.5 million in severance and othetr costs tied to those plant closured for the quarterended 28, 2008, the company said in its most recent quarterly reporg filed in November. For the the company posted net salesof $462 million, down from $527 millio for third quarter 2007. Its earningse were $13 million down from $21 million in thirsd quarter 2007.
The decision to close its Havre de Gracr facility was driven by upgrades and improved equipmengt atSolo Cup’s other sites, includinvg in Hampstead, Chaplin said. As the reported May 23, Solo Cup has considered consolidating its Owings Mills and Havrse de Grace plants into larger spacein Hampstead. Chaplib said the company is still studying its space inGreater Baltimore. Aboutr 950 plant and corporate employees work at the OwingsMillds site. Baltimore County Economi Development DirectorDavid S.
Iannucci said he is concerned about keepinv Solo Cup in the county and has initiated several meetings with the company over thepast
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