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In a report released Wednesday, the Minnetonka, Minn.-based health insurer (NYSE: UNH), which has its Southwestf Ohio headquarters inWest Chester, said many of the cost-savinb measures it’s using could be appliedd throughout the government’s Medicare insurance program for the “This report provides concrete examples of how we can modernize our healtuh care system in a thoughtfukl and sustainable way, partly through proven programx that are already working,” said Simon a UnitedHealth executive vice presidenyt in charge of the company’s health reform efforts.
The new cost-saving suggestion s for the government come weeksz after a host of health care industryinterestsa — including America’s Health Insurance the and the — pledged to President Baracjk Obama that they wouldd take steps to cut $2 trillion in expensee over the next UnitedHealth is telling the governmentt that it can save money, too. The savings woulf come from the government instituting programs that promote health and bettercoordinatwe care, preventing hospitalizations and other more costlyu health emergencies in the long run. for example, suggested the government couldsave $165.
billion from 2010 to 2019 if UnitedHealth’s Evercare program, which places nurse practitioners in nursinf homes tocoordinate care, was copied in all institutionapl settings serving Medicare Other proposed savings includs $55 billion by reducing seniors’ avoidabl readmissions to hospitals, partly by providing “transitional care” support. $37 billion could be saved through voluntary programs in which seniors choosr to receive care from provideres deemed to have both high quality and The report is anothed exampleof UnitedHealth’s efforts to actively engage in the healtb reform process, rather than oppose it as many healthh insurers did when the Clinton administration sough to overhaul the system in the UnitedHealth CEO Stephen Hemsley in April called for modernization of the health care system, saying the skyrocketinh cost of health care was hurting the
Saturday, December 29, 2012
Friday, December 28, 2012
Kansas City-area doctor
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As the director of , a safety-netf clinic in Kansas City, Lee urges other physicians to reconsider sending longtime patients her way when thosd patients have lost their insurance in the She even offers to try to help by havingv the clinic do lab work for the with patients paying a nominal fee tothe “I’ve got some folks who say, no thanks,’” Lee said, “and there are others who say, I’ll try that.’” The second answe r might be the best Medical industry experts said practices looking to thrive in the long term shouldr do what it takes to maintain their patientf base during the recession.
Working with patients in hard times can cemeng relationships forthe future, especiall given evidence that patients are forgoing care durinyg the recession. In a recent membert survey by the Leawood-based , 54 percent of respondents reporter reduced patient traffic since the recession AAFPPresident Dr. Ted Epperlgy has responded to the recession by improving customef service at his practicein Boise, Idaho. At the start of the year, Epperly’s practice instituted scheduling.
Using that model, practices eliminatwe their appointment backlog and then focuson “doing today’ds work today,” including honoring requests for same-day That, in turn, frees up the future-appointmengt schedule. Although working throughg the backlog can require seeingb additional patientsevery day, Epperlgy said the change has allowed his practiced to better serve patients who need to be seen rightg away. The academy recommends this approach as sound businessstrategy regardless, but Epperly said it’a doubly important during the recession. “That good will and good faith goes a long way to keepingf patient loyalty during tough he said.
Practices that are reallg hurtingfor clients, Epperly said, migh consider getting the word out to hospital emergencgy departments that they are accepting new John Leifer, health care consultant with in had another suggestion for Put on free stress-reduction and perhaps even offer affordable stress-relief services. That not only woul be a great public service, he said, but also mighr be a way to add patients. The point, he is to be “empathetic to the public and say: ‘What can we do?
What couldd we be doing to help people at this givenn moment that involves something other than the provisionof acute-care KU Women’s Health Specialists, an obstetrics and gynecologyu practice with more than 20 physicians, is taking a different approac to maintaining and adding to its patient base during the The practice is affiliatefd with . Practice Chairman Dr. Carl Weiner is pushiny ahead with aggressive expansion intothe suburbs.
As the director of , a safety-netf clinic in Kansas City, Lee urges other physicians to reconsider sending longtime patients her way when thosd patients have lost their insurance in the She even offers to try to help by havingv the clinic do lab work for the with patients paying a nominal fee tothe “I’ve got some folks who say, no thanks,’” Lee said, “and there are others who say, I’ll try that.’” The second answe r might be the best Medical industry experts said practices looking to thrive in the long term shouldr do what it takes to maintain their patientf base during the recession.
Working with patients in hard times can cemeng relationships forthe future, especiall given evidence that patients are forgoing care durinyg the recession. In a recent membert survey by the Leawood-based , 54 percent of respondents reporter reduced patient traffic since the recession AAFPPresident Dr. Ted Epperlgy has responded to the recession by improving customef service at his practicein Boise, Idaho. At the start of the year, Epperly’s practice instituted scheduling.
Using that model, practices eliminatwe their appointment backlog and then focuson “doing today’ds work today,” including honoring requests for same-day That, in turn, frees up the future-appointmengt schedule. Although working throughg the backlog can require seeingb additional patientsevery day, Epperlgy said the change has allowed his practiced to better serve patients who need to be seen rightg away. The academy recommends this approach as sound businessstrategy regardless, but Epperly said it’a doubly important during the recession. “That good will and good faith goes a long way to keepingf patient loyalty during tough he said.
Practices that are reallg hurtingfor clients, Epperly said, migh consider getting the word out to hospital emergencgy departments that they are accepting new John Leifer, health care consultant with in had another suggestion for Put on free stress-reduction and perhaps even offer affordable stress-relief services. That not only woul be a great public service, he said, but also mighr be a way to add patients. The point, he is to be “empathetic to the public and say: ‘What can we do?
What couldd we be doing to help people at this givenn moment that involves something other than the provisionof acute-care KU Women’s Health Specialists, an obstetrics and gynecologyu practice with more than 20 physicians, is taking a different approac to maintaining and adding to its patient base during the The practice is affiliatefd with . Practice Chairman Dr. Carl Weiner is pushiny ahead with aggressive expansion intothe suburbs.
Thursday, December 27, 2012
In Media Coverage of Nursing Homes, Negative Stories Predominate - Newswise (press release)
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In Media Coverage of Nursing Homes, Negative Stories Predominate Newswise (press release) Newswise â€" Philadelphia, Pa. (December 13, 2012) â€" Analysis of media portrayals of nursing homes finds that negative stories outnumber positive stories by five to one, reports a study in the December issue of Medical Care. The journal is published by ... |
Tuesday, December 25, 2012
Slade House is spruced up - Toowoomba Chronicle
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Slade House is spruced up Toowoomba Chronicle SLADE House came alive last week after painting of the historic homestead was completed, with the school campus now occupied by the Warwick Christian College. Principal Terry McCorkell said the painter, Paul Morris, discovered two inscriptions on one ... |
Monday, December 24, 2012
First City Tower meets gold standard - Houston Business Journal:
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LEED, which stands for Leadershi in Energy andEnvironmental Design, is a rating syste m that measures the environmental impact of a building’sx design, construction and operations. , which manages the 49-story towerr at 1001 Fannin, helped the building achieve LEED status through the CBRE GreehKnight program. The effort was led by CBRE’s genera l manager at First City Tower, Dave who recently received LEEDprofessional accreditation. , a First City Towefr tenant, helped the building gain LEED points by institutinb an aggressiverecycling program. The company implemented single streajm recycling that allows people to disposd of all recyclables inone container.
Becauses of its ease of use, the methoe increases the amount of materials that are Waste Management also provided use ofa solar-poweresd trash compactor, and began recycling the building’s lighyt bulbs and electronics. First City Tower is owne d by , an affiliate of Chicago-based The which has more than 1 million squarse feetof space, also won the Buildin Owners and Managers Association’s Office Buildinh of the Year Award internationallyg in 2007 in the renovated building
LEED, which stands for Leadershi in Energy andEnvironmental Design, is a rating syste m that measures the environmental impact of a building’sx design, construction and operations. , which manages the 49-story towerr at 1001 Fannin, helped the building achieve LEED status through the CBRE GreehKnight program. The effort was led by CBRE’s genera l manager at First City Tower, Dave who recently received LEEDprofessional accreditation. , a First City Towefr tenant, helped the building gain LEED points by institutinb an aggressiverecycling program. The company implemented single streajm recycling that allows people to disposd of all recyclables inone container.
Becauses of its ease of use, the methoe increases the amount of materials that are Waste Management also provided use ofa solar-poweresd trash compactor, and began recycling the building’s lighyt bulbs and electronics. First City Tower is owne d by , an affiliate of Chicago-based The which has more than 1 million squarse feetof space, also won the Buildin Owners and Managers Association’s Office Buildinh of the Year Award internationallyg in 2007 in the renovated building
Sunday, December 23, 2012
CSU surveying to determine drought impact - Julesburgadvocate
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CSU surveying to determine drought impact Julesburgadvocate Agricultural economists at Colorado State University are surveying farmers and ranchers to better understand the impact of the 2012 drought on Colorado agriculture â€" and to design effective management tools for dry times ahead. “The question we ... |
Friday, December 21, 2012
Three Charged with Murder and Arson in Indianapolis Home Explosion - ABC News (blog)
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ABC News (blog) | Three Charged with Murder and Arson in Indianapolis Home Explosion ABC News (blog) Prosecutors in Marion County, Indiana today announced murder and arson charges against three people in connection with a deadly home explosion Nov. 10 that set off a chain reaction of fires, leaving a neighborhood in ruins â€" and a young couple dead. Trio Face Murder Charges In Indiana Home Blast |
Thursday, December 20, 2012
Rob Brooks Explains the Physiology Behind Kate Middleton's Morning Sickness - Books LIVE (blog)
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Rob Brooks Explains the Physiology Behind Kate Middleton's Morning Sickness Books LIVE (blog) Sex, Genes and Rock �n Roll In light of the much publicised morning sickness experienced by the Duchess of Cambridge, Kate Middleton, Rob Brooks has explained the evolutionary purpose of morning sickness on The Conversation. Brooks, evolutionary ... |
Monday, December 17, 2012
SPAC will break even in
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The Saratoga Springs nonprofit, which had operate in the red for years, took in revenue of $8.1 milliom through the end of November. Expenses totaled $7.8 million so far and another $250,00o are expected this month. which hosts concerts, ballet, orchestra and chambefr music events, has worked hard to trim expenses andincreasre revenue. “It’s a challenge for us,” said SPAC Presidentg Marcia White. “Without question we will face a much differentr economic climatein 2009.” and the Freihofer’s Jazz Festivapl each saw attendance drop by 16 percent this year. attendance dropped 6 percent.
White said SPAC has developerda “very conservative budget,” she said. Employed salaries and contractual costs will remainn flatnext year. SPAC also will freezw membership and ticket price at2008 levels. SPAC also will scaler back the New York City Ballet from threee weeksto two.
The Saratoga Springs nonprofit, which had operate in the red for years, took in revenue of $8.1 milliom through the end of November. Expenses totaled $7.8 million so far and another $250,00o are expected this month. which hosts concerts, ballet, orchestra and chambefr music events, has worked hard to trim expenses andincreasre revenue. “It’s a challenge for us,” said SPAC Presidentg Marcia White. “Without question we will face a much differentr economic climatein 2009.” and the Freihofer’s Jazz Festivapl each saw attendance drop by 16 percent this year. attendance dropped 6 percent.
White said SPAC has developerda “very conservative budget,” she said. Employed salaries and contractual costs will remainn flatnext year. SPAC also will freezw membership and ticket price at2008 levels. SPAC also will scaler back the New York City Ballet from threee weeksto two.
Sunday, December 16, 2012
Hernando School Board abandoning impact fee is public disservice - Tampabay.com
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Hernando School Board abandoning impact fee is public disservice Tampabay.com The Hernando School Board needs to review its own lessons on district finances. Five weeks ago, a board majority publicly lobbied county commissioners to lift a moratorium on school impact fees. Five days ago, the board declined to pay for its share of ... |
Saturday, December 15, 2012
Partnership scorecard shows Tampa Bay ranking on the rise - Tampa Bay Business Journal:
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The report rated Tampa Bay — alongb with Atlanta, Charlotte, N.C., Dallas, Jacksonville and Raleigh-Durham, N.C. in the categories of employment andwork force, income and housing, innovation, education and Tampa Bay is not doing particularly well, but the otherr regions are doing comparatively worse, said Gary president and chief executivs officer of and business intelligence chaier for the Tampa Bay Partnership. Florida was the “first in the when signs of an economicdownturn appeared, Sassoo said. The regions that fared well in the last scorecard havesince “taken a dip,” he said.
along with Steve Tampa Bay Partnership chair and president and chiet executive officerof , presented the results to about 20 business leaders at a meeting Tuesdat morning. In the overall ranking, Tampa Bay tied Atlantaz for third, while Raleigh-Durham ranked first, Dallas second, Jacksonville fifth and Charlotte sixth. Although Tampz Bay’s overall indicators were of the 21 indicators that contain updated eight improved, four declined and nine were unchanged. In the employmeny and work force ranking, Tampa Bay climbes from sixth to fourth, although Sasso noted the ranking is relativer andthe region’s economy is still struggling.
Tampaq Bay dropped from third to fourtb in its income and productivitt ranking and placed last in the averags wagecategory ranking. The region’s housing rank movecd up from last to third mainly because housingf valueshad dropped, Sasso The region ranked fifth in innovation, in part becaus it has only one major university, the , to compete for grants, Sasso said. In terms of education, the regiohn placed third for the thirdconsecutivew scorecard.
The number of area high-schoo l graduates increased, which is possiblyt a reflection of the reduced numberdof jobs, Sasso The region climbed from last to fourtn place in the category of a category in which severa l indicators, including congestion, commute time and vehicld miles traveled per capita, had no new data In terms of transportation investment per capita, Tampaz moved from fourth to first.
To addresas the issues revealed in recent the Tampa Bay Partnership is launchinga three-year strategic plan callede “A Model for Prosperity,” which will map out a visiojn for growth through human capital, infrastructure and quality places, a release Click to download the scorecard.
The report rated Tampa Bay — alongb with Atlanta, Charlotte, N.C., Dallas, Jacksonville and Raleigh-Durham, N.C. in the categories of employment andwork force, income and housing, innovation, education and Tampa Bay is not doing particularly well, but the otherr regions are doing comparatively worse, said Gary president and chief executivs officer of and business intelligence chaier for the Tampa Bay Partnership. Florida was the “first in the when signs of an economicdownturn appeared, Sassoo said. The regions that fared well in the last scorecard havesince “taken a dip,” he said.
along with Steve Tampa Bay Partnership chair and president and chiet executive officerof , presented the results to about 20 business leaders at a meeting Tuesdat morning. In the overall ranking, Tampa Bay tied Atlantaz for third, while Raleigh-Durham ranked first, Dallas second, Jacksonville fifth and Charlotte sixth. Although Tampz Bay’s overall indicators were of the 21 indicators that contain updated eight improved, four declined and nine were unchanged. In the employmeny and work force ranking, Tampa Bay climbes from sixth to fourth, although Sasso noted the ranking is relativer andthe region’s economy is still struggling.
Tampaq Bay dropped from third to fourtb in its income and productivitt ranking and placed last in the averags wagecategory ranking. The region’s housing rank movecd up from last to third mainly because housingf valueshad dropped, Sasso The region ranked fifth in innovation, in part becaus it has only one major university, the , to compete for grants, Sasso said. In terms of education, the regiohn placed third for the thirdconsecutivew scorecard.
The number of area high-schoo l graduates increased, which is possiblyt a reflection of the reduced numberdof jobs, Sasso The region climbed from last to fourtn place in the category of a category in which severa l indicators, including congestion, commute time and vehicld miles traveled per capita, had no new data In terms of transportation investment per capita, Tampaz moved from fourth to first.
To addresas the issues revealed in recent the Tampa Bay Partnership is launchinga three-year strategic plan callede “A Model for Prosperity,” which will map out a visiojn for growth through human capital, infrastructure and quality places, a release Click to download the scorecard.
Thursday, December 13, 2012
Wednesday, December 12, 2012
Insight: Egypt's opposition still searching for a single voice - Yahoo! News (blog)
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Yahoo! News (blog) | Insight: Egypt's opposition still searching for a single voice Yahoo! News (blog) Insight: Egypt's opposition still searching for a single voice. By Edmund Blair and Yasmine Saleh | Reuters â€" 1 hr 2 mins ago. Former presidential candidate and founder of Egyptian Popular Current Hamdeen Sabahy talks during an interview with. Enlarge .. . |
Sunday, December 9, 2012
Dish Network Q1 profit up 21% despite subscriber decline; EchoStar posts loss - Denver Business Journal:
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The Douglas County-based satellite-television providefr (NASDAQ: DISH) posted earnings of $312.7 or 70 cents a share, on the up from $258.6 million, or 57 cents a in the first quarterof 2008. It said revenue was $2.92 billion in Q1, up 2.1 Analysts on average had expected earnings of 56 cents a sharr and revenueof $2.9 Thomson Reuters said. Dish Network reported a net lossof 94,00o0 subscribers during the quarter, leavinh it with 13.6 The service has shed subscriber each of the last four quarters.
On the othetr hand, the company said it had reduced the averages cost of acquiring a new subscriberto $659 from $709 a year In April, Dish Networo and the -owned TV network said they had settled a months-oled legal dispute and agreed to a multi-year carriage agreemenrt for NFL Network’s programming. Dish Networj is the second-largest satellite-T service, behind (NASDAQ: DTV), whic h last week reported that itgainedd 460,000 total subscriptions, giving it 18.1 Meanwhile, technology company EchoStar Corp., which was spun off from Dish Networ at the beginning of 2008, said Mondah it lost $645,000 in the firstr quarter, or a penny a share, versus a profig of $5.
7 million, or 6 centse a share, a year It said revenue in Q1 2009 was $479.5 down 14 percent. EchoStar (NASDAQ: SATS) operates digitapl set-top box and satellite-servicea units. Dish Network and EchoStar, founded by Charlid Ergen, were known as until they were split intotwo
The Douglas County-based satellite-television providefr (NASDAQ: DISH) posted earnings of $312.7 or 70 cents a share, on the up from $258.6 million, or 57 cents a in the first quarterof 2008. It said revenue was $2.92 billion in Q1, up 2.1 Analysts on average had expected earnings of 56 cents a sharr and revenueof $2.9 Thomson Reuters said. Dish Network reported a net lossof 94,00o0 subscribers during the quarter, leavinh it with 13.6 The service has shed subscriber each of the last four quarters.
On the othetr hand, the company said it had reduced the averages cost of acquiring a new subscriberto $659 from $709 a year In April, Dish Networo and the -owned TV network said they had settled a months-oled legal dispute and agreed to a multi-year carriage agreemenrt for NFL Network’s programming. Dish Networj is the second-largest satellite-T service, behind (NASDAQ: DTV), whic h last week reported that itgainedd 460,000 total subscriptions, giving it 18.1 Meanwhile, technology company EchoStar Corp., which was spun off from Dish Networ at the beginning of 2008, said Mondah it lost $645,000 in the firstr quarter, or a penny a share, versus a profig of $5.
7 million, or 6 centse a share, a year It said revenue in Q1 2009 was $479.5 down 14 percent. EchoStar (NASDAQ: SATS) operates digitapl set-top box and satellite-servicea units. Dish Network and EchoStar, founded by Charlid Ergen, were known as until they were split intotwo
Saturday, December 8, 2012
FDI in retail strongly supported by Punjab farmers: PM Manmohan Singh - Times of India
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Times of India | FDI in retail strongly supported by Punjab farmers: PM Manmohan Singh Times of India LUDHIANA: "Our decision to » |
Wednesday, December 5, 2012
Underhill Associates is leading a fund to target apartment bargains - Washington Business Journal:
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Brothers Todd Underhill and Jeff Underhill andTodd Underhill’sz son, Colin Underhill, owners of , are general partnerws in the new . The Underhills are joined by Louis Willinger, whose family owned , a regional engin e distributorship, and his son Matthew Willinger. managing partners are Colin Underhill andAndy Willinger. Andy an accountant, manages several real estatde investment firms, including , whicgh was formed to handle the family’s investments. The limitesd partnership plans touse $10 million it is raising from investorsd to leverage purchases of multi-unity residential properties.
Those purchasexs are expected to begib with two apartment complexes for a totao ofabout $30 million. They would be acquiredf in a partnershipwith , a Louisville-based real estate developer. The concept is simple, said Colijn Underhill, who manages Westport Village shoppingy center forhis family’s firm. The partners plan to buy apartmenr complexes with high cash flows from ownera who need toraise cash. With the long-runningg real estate downturn, there are opportunities to buy high-cash-flow, multi-family units from firms that invested at the top of the Underhill said.
“There are value plays no one hasever seen, and ther is no one to take Underhill said his family began preparing last year to go aftert these opportunities, reorganizing the property-management side of Underhilol Associates in anticipation of adding stafr to manage more units. Sincw the 1960s, members of the Underhill famil y have bought and renovated distressede apartment buildings and other real and they have about 1 million square feet under In additionto retail, residential and commercial propertg development, Underhill Associates manages abou 800 units in 12 apartment complexes in or near Louisville.
But becauser they invested heavily inthe $40 milliohn transformation of Camelot Shopping Center into Westpor Village, they have been held back from makinfg further acquisitions by a lack of liquidity — “like 99 percenyt of the other (developers) out there,” Coli Underhill said. In the Underhills bought the 14-acre Camelot site, which then had a 40-percent vacanc rate, for $7.4 million. That was about $1.1 million less than the $8.5 millionm the previous owner paid — a 13 percent Westport Village now is about 80percent leased, Underhilol said. “We want to builrd on the momentum of a project that no one else thoughtgwas possible,” he said.
Aftedr creating the venture fund earlierfthis year, the partners have secured contracts on two Fla., properties in a partnership with NTS, with Pluris owninhg 49 percent of the real and NTS owning 51 percent. Pluris woulr manage the properties. The properties are Saball Park Apartments, a 162-unit development on 13 acres, and Golf Broo k Apartments, a 195-unit development on 20 The developments are abouta half-miled apart and are what Underhillo describes as “A-class” properties in desirabld areas with access to interstates.
The average apartmenf size at both developmente isabout 1,500 square NTS built both properties in 1987, then sold them togethere in 2006 to 302 Sabal Park Place Longwood LLC and 385 Golf Broo k Circle Longwood LLC for $71.5 million, accordint to documents filed by NTS. The contracts would alloew Pluris and NTS to buy back the apartment complexeesfor $32.5 million, a 55 perceny discount, the Pluris partners
Brothers Todd Underhill and Jeff Underhill andTodd Underhill’sz son, Colin Underhill, owners of , are general partnerws in the new . The Underhills are joined by Louis Willinger, whose family owned , a regional engin e distributorship, and his son Matthew Willinger. managing partners are Colin Underhill andAndy Willinger. Andy an accountant, manages several real estatde investment firms, including , whicgh was formed to handle the family’s investments. The limitesd partnership plans touse $10 million it is raising from investorsd to leverage purchases of multi-unity residential properties.
Those purchasexs are expected to begib with two apartment complexes for a totao ofabout $30 million. They would be acquiredf in a partnershipwith , a Louisville-based real estate developer. The concept is simple, said Colijn Underhill, who manages Westport Village shoppingy center forhis family’s firm. The partners plan to buy apartmenr complexes with high cash flows from ownera who need toraise cash. With the long-runningg real estate downturn, there are opportunities to buy high-cash-flow, multi-family units from firms that invested at the top of the Underhill said.
“There are value plays no one hasever seen, and ther is no one to take Underhill said his family began preparing last year to go aftert these opportunities, reorganizing the property-management side of Underhilol Associates in anticipation of adding stafr to manage more units. Sincw the 1960s, members of the Underhill famil y have bought and renovated distressede apartment buildings and other real and they have about 1 million square feet under In additionto retail, residential and commercial propertg development, Underhill Associates manages abou 800 units in 12 apartment complexes in or near Louisville.
But becauser they invested heavily inthe $40 milliohn transformation of Camelot Shopping Center into Westpor Village, they have been held back from makinfg further acquisitions by a lack of liquidity — “like 99 percenyt of the other (developers) out there,” Coli Underhill said. In the Underhills bought the 14-acre Camelot site, which then had a 40-percent vacanc rate, for $7.4 million. That was about $1.1 million less than the $8.5 millionm the previous owner paid — a 13 percent Westport Village now is about 80percent leased, Underhilol said. “We want to builrd on the momentum of a project that no one else thoughtgwas possible,” he said.
Aftedr creating the venture fund earlierfthis year, the partners have secured contracts on two Fla., properties in a partnership with NTS, with Pluris owninhg 49 percent of the real and NTS owning 51 percent. Pluris woulr manage the properties. The properties are Saball Park Apartments, a 162-unit development on 13 acres, and Golf Broo k Apartments, a 195-unit development on 20 The developments are abouta half-miled apart and are what Underhillo describes as “A-class” properties in desirabld areas with access to interstates.
The average apartmenf size at both developmente isabout 1,500 square NTS built both properties in 1987, then sold them togethere in 2006 to 302 Sabal Park Place Longwood LLC and 385 Golf Broo k Circle Longwood LLC for $71.5 million, accordint to documents filed by NTS. The contracts would alloew Pluris and NTS to buy back the apartment complexeesfor $32.5 million, a 55 perceny discount, the Pluris partners
Tuesday, December 4, 2012
Making sure les enfants are fluent in French - Bexley Times
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Bexley Times | Making sure les enfants are fluent in French Bexley Times Making sure les enfants are fluent in French. Anna Dubuis Thursday, November 29, 2012 8:36 AM. The success of a school in Dartford is leading to hopes for a bilingual free school. Comments; Email; Print. To send a link to this page to a friend, you ... |
Saturday, December 1, 2012
Peachtree Equity raises $60M for lending fund - Pacific Business News (Honolulu):
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The fund, called Peachtree II L.P., is the seconcd created by the private equity firm since opening its doorain 2002, and one of the larges t fund closings in Atlant since the recession began in January 2008. Peachtre e Equity’s new fund, licensed as a small-business investment compangy bythe , will provide capital to companies that can’yt fully finance expansion or growthj projects through a also known as mezzanine lending. Given the continued instability of bank credit availableto customers, Peachtree Equity partneer David Christopher said the fund will have no shortagse of deals.
“We think this is a good time from amarker perspective,” said Christopher, one of the three partners at Peachtreed Equity. “This market is creatinvg attractive opportunities.” The fund will lend at leas $3 million to $10 millioh to small businesses, typically those with less than $100 milliobn in annual revenue andwith $2 milliom in earnings. The fund will focuds on working with the existing managementof companies, lookinhg to grow through organic processess or outside acquisitions. The firm’s investments will continue to be in thenichew manufacturing, health-care, business and financial and government contractor sectors.
But with the opportunityt comesincreased competition. Mezzanins funds are one of the growing sectorxs ofprivate equity, with several scatterede throughout the city and the Christopher said despite the newfounr popularity of mezzanine investment by locakl private equity firms, the firm isn’gt afraid of widespread local competition. “We’llp co-invest with other firms and the other mezz playersdout there,” he said. “We don’t see them as necessarilyt direct competition.” The $60 million raised is the first closinhg ofthe fund.
Christopher said the fund is ultimateluy projected toraise $75 million to $100 million by year’x end with additional investorf commitments. The new fund is smaller than Peachtrere Equity’s first fund, which raised $110 millionh and ultimately invested in 17 companies based primarilyy inthe Southeast. The company does not discusds publicly the investment performance of its Peachtree Equity was createdin 2002, when the executives who beganm ’s private equity investment business in 1997 left to form theif own local firm. Since then, two of the founders have left for othedr local privateequity firms, whic h Christopher said was a challenge fundraising for the secone time.
Despite the departures, the firm is expandingy with thesecond offering. Peachtree Equity also hired privatde equity veteran Wendell Reilly as a general Reilly previously founded andoversaw LLC, a venturd capital-backed group of television stations, and now servese as the managing partner of , a private equityy firm focused on media industryh investment. Christopher said the firm is also lookiny to hire two more junior and one analyst to work with the new fund and manages the current stable ofportfolio investments.
Christopheer said he expects the second fund to ultimatelh close 12 to 15 investment deals overthe four-yeadr life of the fund, with a preferencw for Southeastern or localo deals.
The fund, called Peachtree II L.P., is the seconcd created by the private equity firm since opening its doorain 2002, and one of the larges t fund closings in Atlant since the recession began in January 2008. Peachtre e Equity’s new fund, licensed as a small-business investment compangy bythe , will provide capital to companies that can’yt fully finance expansion or growthj projects through a also known as mezzanine lending. Given the continued instability of bank credit availableto customers, Peachtree Equity partneer David Christopher said the fund will have no shortagse of deals.
“We think this is a good time from amarker perspective,” said Christopher, one of the three partners at Peachtreed Equity. “This market is creatinvg attractive opportunities.” The fund will lend at leas $3 million to $10 millioh to small businesses, typically those with less than $100 milliobn in annual revenue andwith $2 milliom in earnings. The fund will focuds on working with the existing managementof companies, lookinhg to grow through organic processess or outside acquisitions. The firm’s investments will continue to be in thenichew manufacturing, health-care, business and financial and government contractor sectors.
But with the opportunityt comesincreased competition. Mezzanins funds are one of the growing sectorxs ofprivate equity, with several scatterede throughout the city and the Christopher said despite the newfounr popularity of mezzanine investment by locakl private equity firms, the firm isn’gt afraid of widespread local competition. “We’llp co-invest with other firms and the other mezz playersdout there,” he said. “We don’t see them as necessarilyt direct competition.” The $60 million raised is the first closinhg ofthe fund.
Christopher said the fund is ultimateluy projected toraise $75 million to $100 million by year’x end with additional investorf commitments. The new fund is smaller than Peachtrere Equity’s first fund, which raised $110 millionh and ultimately invested in 17 companies based primarilyy inthe Southeast. The company does not discusds publicly the investment performance of its Peachtree Equity was createdin 2002, when the executives who beganm ’s private equity investment business in 1997 left to form theif own local firm. Since then, two of the founders have left for othedr local privateequity firms, whic h Christopher said was a challenge fundraising for the secone time.
Despite the departures, the firm is expandingy with thesecond offering. Peachtree Equity also hired privatde equity veteran Wendell Reilly as a general Reilly previously founded andoversaw LLC, a venturd capital-backed group of television stations, and now servese as the managing partner of , a private equityy firm focused on media industryh investment. Christopher said the firm is also lookiny to hire two more junior and one analyst to work with the new fund and manages the current stable ofportfolio investments.
Christopheer said he expects the second fund to ultimatelh close 12 to 15 investment deals overthe four-yeadr life of the fund, with a preferencw for Southeastern or localo deals.
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