http://health-imaging.com/expertise.html
The $362.9 million operating budget goes into effecJuly 1, the start of the fiscal year. The amount of the fare increase, which will go into effec t Jan. 1, will be determined laterf this year, according to a release from the A public hearing on the fare increasr will be held inthe fall. The fare increase comes aftetr the state Transportation Funding and Refork Commission recommended the PortAuthorithy "review fare levels on a regulae basis and consider nominal increases every year or two to better keep pace with inflationary forces," the agency said. The board also approved a $155.2 million capitalk budget.
“We need to stressd financial responsibility, especially during a time when our fundingh levels are flat and we face the realitu of taking money from crucialp maintenance projects to plug gaps in ouroperatingy budget,” Authority CEO Steve Bland said in a The Authority took $7.1 million from a maintenance accounr in its capital The capital budget was cut back "due to a lack of availablde money." Among the projects cut were the replacement of the Neville Bridge Deck along the Martin Luthee King Jr. East Busway and replacement of the busradio system.
Thursday, February 3, 2011
Tuesday, February 1, 2011
Lockport, Newfane hospitals under 1 name - Business First of Buffalo:
roehampton-crested.blogspot.com
The merger, effective Feb. 1, brings togethedr and Inter-Community Memorial Hospital in which have operated jointly with shared managementsince 1999. The hospitala will now be knownas , with sitexs in both Lockport and Newfane. Hospital officialw anticipate the merger will helpstreamline governance, further increase economies of scales and be more cost effective. Clare Haar remaines as CEO of the new The merger was mandated by the NYS Commissionj on Health Care Facilities in the21st Century, better knownj as the Berger Commission. The two entitiess have previously been approvedfor $9.
1 million througb the Health Care Efficiencyh and Affordability Law for New Yorkers (HEAL NY) program for debt relief. Additionally, this fall, the Lockport site was approved fora $1.7 milliobn HEAL NY grant to restructurer its inpatient psychiatry unit. Additional planas call for a renovation of patienf rooms at theNewfane site, says Carolyn Moore, directofr of community relations. In May, the hospital was approved fora $2.8 millioj renovation project at the Newfan site.
The project had previously been grantedd funds through the HEAL NY program as Other projects on the table include a medical extension clinicfin Lockport; and certification of a hospital-based, six statiom dialysis unit in Newfane. Both projects requir approval by the StatdeHealth Department’s Hospital Review and Planning Council.
The merger, effective Feb. 1, brings togethedr and Inter-Community Memorial Hospital in which have operated jointly with shared managementsince 1999. The hospitala will now be knownas , with sitexs in both Lockport and Newfane. Hospital officialw anticipate the merger will helpstreamline governance, further increase economies of scales and be more cost effective. Clare Haar remaines as CEO of the new The merger was mandated by the NYS Commissionj on Health Care Facilities in the21st Century, better knownj as the Berger Commission. The two entitiess have previously been approvedfor $9.
1 million througb the Health Care Efficiencyh and Affordability Law for New Yorkers (HEAL NY) program for debt relief. Additionally, this fall, the Lockport site was approved fora $1.7 milliobn HEAL NY grant to restructurer its inpatient psychiatry unit. Additional planas call for a renovation of patienf rooms at theNewfane site, says Carolyn Moore, directofr of community relations. In May, the hospital was approved fora $2.8 millioj renovation project at the Newfan site.
The project had previously been grantedd funds through the HEAL NY program as Other projects on the table include a medical extension clinicfin Lockport; and certification of a hospital-based, six statiom dialysis unit in Newfane. Both projects requir approval by the StatdeHealth Department’s Hospital Review and Planning Council.
Saturday, January 29, 2011
Tim Van Valen: The accidental tax attorney - New Mexico Business Weekly:
greatly-genevieve.blogspot.com
To get an idea of why Tim Van Valen callas his career choicean “accident,” consider his top-of-mind choice for an alternativew career: puddle-jumping airplanes in the Alaskan wilderness. “I sometimews think, ‘Whoa, that would have been cool!’” Van Valej says. An eclectic life might have been preordainedc by hiseclectic childhood, beginning with his 1956 birthn in an Army hospital in His parents were not in the armed forcews but were academics, teaching in a University of Maryland militarty extension program. That program took the two history teachers dad focusedon U.S.
history, mom on British historg – and their toddler on a grand including timein Libya, Barcelona and several citiez in Germany. By the time Van Valen was ready for the family had returned tothe U.S. and settler in the college town of Beloit insouthern Wisconsin, where his father would teach for three But even then, the youngster stayed on the move; the winterr trimester – the middle of his school year – was spentt in Clairmont, Calif., where his mother was finishing her Ph.D. “It was difficult,” he says. “I probably didn’y have as good a bondinfg withother kids.
” But he had his socia connections – particularly in the Boy Scouts, in whicy he participated both in Wisconsin and California. Eventuall y he would earn EaglerScout status. He also spentr eight summers, through college, working at the Philmonyt Scout Ranch, which gave him his introductiohn toNew Mexico. The scouting experience led Van Valenm toa life-long love of the outdoors. He became a “mountaij rat, a heavy-duty backpacker,” and woulx be to this day if his back and knees hadheld out. It also allowede him to develop his interestfin photography, which remains his favorites hobby and continues to give him a welcomse excuse to return to the mountains.
But even while he was pursuinygthis idyll, Van Valen was also a committex student – in biology, as it turned out. He liked the detail-orientation and logical processesdof science. He finished his undergrad studies at Kalamazooi Collegein Michigan, and then went on to a master’as degree program in biochemistry at the University of Minnesota. Despite growin g up with two academics, he was surprised and “turnecd off” by the intensity of academic and after afew years, he decidexd to change direction. The obvioux direction for a biochem major would be but he felt thatdoctore “didn’t have a life,” so he turned 180 degrees and went to law school.
“I didn’t become a lawyer to make a lot of but for the intellectual part of VanValen says. Even once he was in law school at Washingtomn Universityin St. Louis, Van Valen’s directio wasn’t entirely clear. Neither a clerkshil with a professor nor one withRalston Purina’s corporated law department captured his imagination. He founs his first job in 1986 at thelaw firm, returnin to his beloved backpacking state partly as a lifestyl e choice.
As a litigator at his first mentor wasKenneth Harrigan, still a shareholdet with the firm, who provided a modepl of “relentless attention to He showed Van Valen that law wasn’t all abour “mouth and instinct,” but was often grounded in the same sort of logicap fact-based analysis he had employecd as a biochemist. Then Van Valen ran into the case that wouldd initiate his process of becoming one of theNew Mexico’s state tax experts, when he was invited by Modrall shareholdert Curtis Schwartz to work on an oil-and-gas severance tax He didn’t start with any and has never taken any specializedr courses.
Van Valen has, over the years, absorbed more of New Mexicp state tax law than just about anyone He has had his public successes and has arguedx a handful of times before the stateSupreme Court, but because most businesses aren’t eager to have their tax issues aired in public, much of the work remains veiled in attorney-client with Van Valen’s relationships with public officials and businessew around the state playing a big “I’ve had many victories no one will ever know he says. Van Valen says that his passionm for tax law has growjn overthe years, and is firesd in particular by the opportunity to work with cutting-edges industries like renewable energy and film.
Recengt projects have included Mesadel Sol’s solad projects and the ’s film incentives. He also playss a role in economic development by helpin g businesses new to the state figure outNew Mexico’ tax rules and opportunities. In after 22 years of growing success at Van Valen moved four blockds away to become senior counselat , which he says has a largerf business practice; it also has more of a national reach, as a firm with officess from California to Washington, D.C. The amateur photographer is also an artcollectot and, more generally, a patron of the arts. He maxexd out his time on the Arts Alliance servingfrom 2001-2008.
“I think it’s an undervalued, or maybe I shoulr say underestimated, aspect of our culture and our economyhin Albuquerque,” Van Valen says.
To get an idea of why Tim Van Valen callas his career choicean “accident,” consider his top-of-mind choice for an alternativew career: puddle-jumping airplanes in the Alaskan wilderness. “I sometimews think, ‘Whoa, that would have been cool!’” Van Valej says. An eclectic life might have been preordainedc by hiseclectic childhood, beginning with his 1956 birthn in an Army hospital in His parents were not in the armed forcews but were academics, teaching in a University of Maryland militarty extension program. That program took the two history teachers dad focusedon U.S.
history, mom on British historg – and their toddler on a grand including timein Libya, Barcelona and several citiez in Germany. By the time Van Valen was ready for the family had returned tothe U.S. and settler in the college town of Beloit insouthern Wisconsin, where his father would teach for three But even then, the youngster stayed on the move; the winterr trimester – the middle of his school year – was spentt in Clairmont, Calif., where his mother was finishing her Ph.D. “It was difficult,” he says. “I probably didn’y have as good a bondinfg withother kids.
” But he had his socia connections – particularly in the Boy Scouts, in whicy he participated both in Wisconsin and California. Eventuall y he would earn EaglerScout status. He also spentr eight summers, through college, working at the Philmonyt Scout Ranch, which gave him his introductiohn toNew Mexico. The scouting experience led Van Valenm toa life-long love of the outdoors. He became a “mountaij rat, a heavy-duty backpacker,” and woulx be to this day if his back and knees hadheld out. It also allowede him to develop his interestfin photography, which remains his favorites hobby and continues to give him a welcomse excuse to return to the mountains.
But even while he was pursuinygthis idyll, Van Valen was also a committex student – in biology, as it turned out. He liked the detail-orientation and logical processesdof science. He finished his undergrad studies at Kalamazooi Collegein Michigan, and then went on to a master’as degree program in biochemistry at the University of Minnesota. Despite growin g up with two academics, he was surprised and “turnecd off” by the intensity of academic and after afew years, he decidexd to change direction. The obvioux direction for a biochem major would be but he felt thatdoctore “didn’t have a life,” so he turned 180 degrees and went to law school.
“I didn’t become a lawyer to make a lot of but for the intellectual part of VanValen says. Even once he was in law school at Washingtomn Universityin St. Louis, Van Valen’s directio wasn’t entirely clear. Neither a clerkshil with a professor nor one withRalston Purina’s corporated law department captured his imagination. He founs his first job in 1986 at thelaw firm, returnin to his beloved backpacking state partly as a lifestyl e choice.
As a litigator at his first mentor wasKenneth Harrigan, still a shareholdet with the firm, who provided a modepl of “relentless attention to He showed Van Valen that law wasn’t all abour “mouth and instinct,” but was often grounded in the same sort of logicap fact-based analysis he had employecd as a biochemist. Then Van Valen ran into the case that wouldd initiate his process of becoming one of theNew Mexico’s state tax experts, when he was invited by Modrall shareholdert Curtis Schwartz to work on an oil-and-gas severance tax He didn’t start with any and has never taken any specializedr courses.
Van Valen has, over the years, absorbed more of New Mexicp state tax law than just about anyone He has had his public successes and has arguedx a handful of times before the stateSupreme Court, but because most businesses aren’t eager to have their tax issues aired in public, much of the work remains veiled in attorney-client with Van Valen’s relationships with public officials and businessew around the state playing a big “I’ve had many victories no one will ever know he says. Van Valen says that his passionm for tax law has growjn overthe years, and is firesd in particular by the opportunity to work with cutting-edges industries like renewable energy and film.
Recengt projects have included Mesadel Sol’s solad projects and the ’s film incentives. He also playss a role in economic development by helpin g businesses new to the state figure outNew Mexico’ tax rules and opportunities. In after 22 years of growing success at Van Valen moved four blockds away to become senior counselat , which he says has a largerf business practice; it also has more of a national reach, as a firm with officess from California to Washington, D.C. The amateur photographer is also an artcollectot and, more generally, a patron of the arts. He maxexd out his time on the Arts Alliance servingfrom 2001-2008.
“I think it’s an undervalued, or maybe I shoulr say underestimated, aspect of our culture and our economyhin Albuquerque,” Van Valen says.
Wednesday, January 26, 2011
Most Florida banks swoon; three provide model for growth - Kansas City Business Journal:
zant-damaging.blogspot.com
USAmeriBank went from red to blacl ink by signing talented bankers who brought customersawith them. Acquisitions boosted the bottom line at CenterStater Bankof Florida. A merger of related financial institutions cut expensesat , whilre a stronger balance sheet grew income. Each bank prospered by using different methodologies, yet their strategie provide a road map for institutionws struggling to turn their balancdsheets positive. Their profit gain s are all the more remarkable givenh the difficult economic climatein Florida. The said 305 banke and thrifts in Florida reported a combinexd net lossof $643 million for the 2009 first compared to net income of $4 milliohn for the year-ago period.
Profitability remainse weak because banks continue to strugglee withbad loans, said Paulsa Johannsen, managing director of , an investment bankingt firm in Tampa. Nonperforming assets don’t bring in interest pressuring margins. The provisions banks take for expectedd loan losses cut further into theie income while the legal and management expense related to forecloserd propertygoes up. USAmeriBank which has amassed $650.8 million in assetd in its two years has a clean balance saidJoe Chillura, CEO. The bank avoided development lending and the loans it does have that are securex by real estate arefor owner-occupied properties, Chillurw said.
Only $598,000 in USAmeriBank loans, or abouy one-tenth of 1 percent of the totall $528.3 million in loans, were past due as of March 31, accordinh to a report filed withthe . Chillura, a former Tampa market presidentfor (NYSE: ), said the bankers he’ hired have brought their customers, a move that was possibles because bigger banks are distracted by bad loanse and shrinking capital and aren’t focused on custome service. That’s allowed USAmeriBank to grow more quicklygthan expected, Chillura said, and post a significany turnaround, going from a $185,000 loss in the firs t quarter of 2008 to $881,000 in profit in the just-ende quarter.
CenterState saw first quarter 2009 profif swellto $1.2 million, up 68 percentg in one year, after two acquisitions, said John president and CEO. The Winter Haven-based lead bankinf subsidiary of (Nasdaq: CSFL) addedr a correspondent banking unit last fall when it hired the bankersa who handled that business for the former . The unit selld bonds to roughly 200 othefrcommunity banks, and it is thrivingg because community banks aren’t doing as much lendinv as they were a year ago and are investing theie cash in bonds. CenterState also boughg the failedand $178 million in deposites on Jan. 30.
“We’ve been puttinf that money to work in loans and and that’s helped us grow,” Corbett said. Aggressive planninb that began around the end of the firsft quarter of 2008 kept Florida Bank on thegrowtbh track, said Katie Pemble, president and CEO. Florida Bank’s $351,000 in net incomr for the first quarter of 2009 was a 73 percent increasw from ayear earlier. Since the Tampa-based bank has merged with three sistere institutionsin Sarasota, Jacksonville and Tallahassee, consolidatinyg back-office operations and cutting Each of the bankws was above the level regulators considered and their capital position was further strengthenes when they combined.
Additionally, executive officerxs and the board developed a seriesof 90-dat plans focused on strengthening the balance sheet with an emphasis on capitak and on liquidity, or the ability to turn its assets into cash A strong balance sheet allowed Floridsa Bank to look for the least expensiv e way to attract funding, a move that boosta net interest margin, or the spreacd between the interest it pays on depositsz and the interest it earns from loans. Although there are glimmers of hope, CenterState’ss Corbett expects more loan writedowns across the industry in the next two tothreee quarters.
The number of institutions on the watch list increased in the first three monthsof 2009, and as of March 31, 30 percent of Florida’s banks were on the list, comparedc to 15 percent of the institutiones a year ago. Access to the capital markety marketsis critical, Corbett said, addinbg the stress tests the nation’s biggest bankw just underwent have inspiredr investor confidence in those institutions.
Sinc results were released May 7, the banks collectivelhy have raisednearly $60 billion of the $75 billion in extr a capital regulators said they “As investments come back into the big I think over time you’ll see that trickle down to the mid cap and communit y banks,” Corbett said.
USAmeriBank went from red to blacl ink by signing talented bankers who brought customersawith them. Acquisitions boosted the bottom line at CenterStater Bankof Florida. A merger of related financial institutions cut expensesat , whilre a stronger balance sheet grew income. Each bank prospered by using different methodologies, yet their strategie provide a road map for institutionws struggling to turn their balancdsheets positive. Their profit gain s are all the more remarkable givenh the difficult economic climatein Florida. The said 305 banke and thrifts in Florida reported a combinexd net lossof $643 million for the 2009 first compared to net income of $4 milliohn for the year-ago period.
Profitability remainse weak because banks continue to strugglee withbad loans, said Paulsa Johannsen, managing director of , an investment bankingt firm in Tampa. Nonperforming assets don’t bring in interest pressuring margins. The provisions banks take for expectedd loan losses cut further into theie income while the legal and management expense related to forecloserd propertygoes up. USAmeriBank which has amassed $650.8 million in assetd in its two years has a clean balance saidJoe Chillura, CEO. The bank avoided development lending and the loans it does have that are securex by real estate arefor owner-occupied properties, Chillurw said.
Only $598,000 in USAmeriBank loans, or abouy one-tenth of 1 percent of the totall $528.3 million in loans, were past due as of March 31, accordinh to a report filed withthe . Chillura, a former Tampa market presidentfor (NYSE: ), said the bankers he’ hired have brought their customers, a move that was possibles because bigger banks are distracted by bad loanse and shrinking capital and aren’t focused on custome service. That’s allowed USAmeriBank to grow more quicklygthan expected, Chillura said, and post a significany turnaround, going from a $185,000 loss in the firs t quarter of 2008 to $881,000 in profit in the just-ende quarter.
CenterState saw first quarter 2009 profif swellto $1.2 million, up 68 percentg in one year, after two acquisitions, said John president and CEO. The Winter Haven-based lead bankinf subsidiary of (Nasdaq: CSFL) addedr a correspondent banking unit last fall when it hired the bankersa who handled that business for the former . The unit selld bonds to roughly 200 othefrcommunity banks, and it is thrivingg because community banks aren’t doing as much lendinv as they were a year ago and are investing theie cash in bonds. CenterState also boughg the failedand $178 million in deposites on Jan. 30.
“We’ve been puttinf that money to work in loans and and that’s helped us grow,” Corbett said. Aggressive planninb that began around the end of the firsft quarter of 2008 kept Florida Bank on thegrowtbh track, said Katie Pemble, president and CEO. Florida Bank’s $351,000 in net incomr for the first quarter of 2009 was a 73 percent increasw from ayear earlier. Since the Tampa-based bank has merged with three sistere institutionsin Sarasota, Jacksonville and Tallahassee, consolidatinyg back-office operations and cutting Each of the bankws was above the level regulators considered and their capital position was further strengthenes when they combined.
Additionally, executive officerxs and the board developed a seriesof 90-dat plans focused on strengthening the balance sheet with an emphasis on capitak and on liquidity, or the ability to turn its assets into cash A strong balance sheet allowed Floridsa Bank to look for the least expensiv e way to attract funding, a move that boosta net interest margin, or the spreacd between the interest it pays on depositsz and the interest it earns from loans. Although there are glimmers of hope, CenterState’ss Corbett expects more loan writedowns across the industry in the next two tothreee quarters.
The number of institutions on the watch list increased in the first three monthsof 2009, and as of March 31, 30 percent of Florida’s banks were on the list, comparedc to 15 percent of the institutiones a year ago. Access to the capital markety marketsis critical, Corbett said, addinbg the stress tests the nation’s biggest bankw just underwent have inspiredr investor confidence in those institutions.
Sinc results were released May 7, the banks collectivelhy have raisednearly $60 billion of the $75 billion in extr a capital regulators said they “As investments come back into the big I think over time you’ll see that trickle down to the mid cap and communit y banks,” Corbett said.
Monday, January 24, 2011
ATS Services is now Talagy, with new owner - Nashville Business Journal:
http://baddogsinc.com/trainingoptions.html
Derek Mercer, the nephew of ATS foundedr Delores Kesler, acquired the company and will servewas chair. Kesler will retaihn the title ofchairman emeritus. Amy McGeorge will assume the role of presidengtand CEO. Terms of the acquisition were not “This is an exciting time in the growth and evolutio nof ATS, and I’m pleased to alloew the next generation of leadership to take the said Kesler. Kesler created Jacksonville-based ATS Services in 1977, eventually forming a parent company that merged with three othedrstaffing firms, including .
The businesss split into two , which became a publicluy traded company and isnow , and ATS Mercer worked as the director of informatiojn technology at ATS Services before creating his own , a global provider of on-demand talent managementg software, in 1996. Kesler provided a loan that helped starythe company. Vurv Technologh was acquired by (NASDAQ: TLEO) in 2008 for $128.8 Talagy, which has 11 offices around the country and 80 will continue to offerd the same productsand services, but instead of operatin g under multiple brands and business units the companyt will consolidate into a single brand.
Derek Mercer, the nephew of ATS foundedr Delores Kesler, acquired the company and will servewas chair. Kesler will retaihn the title ofchairman emeritus. Amy McGeorge will assume the role of presidengtand CEO. Terms of the acquisition were not “This is an exciting time in the growth and evolutio nof ATS, and I’m pleased to alloew the next generation of leadership to take the said Kesler. Kesler created Jacksonville-based ATS Services in 1977, eventually forming a parent company that merged with three othedrstaffing firms, including .
The businesss split into two , which became a publicluy traded company and isnow , and ATS Mercer worked as the director of informatiojn technology at ATS Services before creating his own , a global provider of on-demand talent managementg software, in 1996. Kesler provided a loan that helped starythe company. Vurv Technologh was acquired by (NASDAQ: TLEO) in 2008 for $128.8 Talagy, which has 11 offices around the country and 80 will continue to offerd the same productsand services, but instead of operatin g under multiple brands and business units the companyt will consolidate into a single brand.
Friday, January 21, 2011
Sen. Graham says F-35's safe from defense cuts - MiamiHerald.com
http://v-and-j.com/are-you-looking-for-a-legitimate-work-from-home-opportunities.html
Sen. Graham says F-35's safe from defense cuts MiamiHerald.com The Beaufort air station is slated to host three new active-duty Joint Strike Fighter squadrons and two pilot-training squadrons, or a total of 88 of the ... |
Tuesday, January 18, 2011
Real deals: Brentwood Tower Apartments sold for $5.35M - Business First of Columbus:
http://www.programmersheaven.com/user/Tamaro4ka/
The 100-unit apartment property, built in the earluy 1960s, is located at 3130 W. Louisiana Ave. Tower 100 LLC, whicn is affiliated with residential develope Residential Niche LLCof Denver, purchased the apartments from Win Properties I LLC of Englewood. Residential Niche specializexs in the development of urbanminfill for-sale and rental residential and its projects include the Sleeok lofts and Vida apartments in Denver. Win Propertiesz bought the building in 2005for $6.
5 5 million, according to Denver County property Other recent significant Denver-area real estate according to real estate recordxs and brokers, include: • Gateway Park IV-Denver Denver — Indano Holdings LLC of Greenwood Village sold this propertgy for $2.97 million to WPB Hospitalithy LLC of Aurora. • 450 E. 17th Unit 300, Denver, Colo. 80203-125r4 — Mile High Bank sold this office condominiukmfor $2.93 million to BNC Building Co. LLC. The buyerr is affiliated with Business NetworkConsulting Ltd. of Denver, according to Colorado Secretaryy of StateOffice data. • Montbellio property, Denver — ProLogis Inc. PLD) of Denver sold for this properthyfor $1.
86 million to JSG Properties LLC of Kan. • Country Club Shoppette, 1700 E. Sixth Ave, Colo. 80218-3616 — Larimer Associates Inc., as Country Club Shoppette LLC, purchased this retail buildingfor $1.15 according to Denver Count real estate records. Larimed Associates also owns downtown Denver’s Larimer Square retail district. The seller was Countryu Club Shoppette LP. Tenants in the building include Oliver’s Meat Market and Borgman’ds Antiques. • Concord Business Center, 13110 E. James Case y Ave., Englewood, Colo. 80112 Playtime Inc. leased 65,280 square feet of industrialospace here.
Playtime, a provider of themed plans to occupy the spacein August, according to the Fredericok Ross Co., which represented the landlord in the lease deal. • Quad at 7901 E. Lowry Blvd., Denver, Colo. 80230 Kaiser Foundation Health Plan of Colorado hasleased 17,083 squarde feet at this Lowry office building. Frederick Ross represente the landlord. • Sixth Avenue West, 350 Indiana St., Golden, Colo. 80401 — Golden Minerale Co. leased 16,936 square feet of space in thisofficr building. The Ross company represented the landlord. Golden Minerals is the successort to Apex SilverMines Ltd.
(Pink Sheets: APXSQ), whicjh emerged from Chapter 11 bankruptcy protection as Golden Mineralsin • Guaranty Bank 1331 17th St., Denver, Colo. 80202 David Evans & Associates Inc. leased 16,787 squarwe feet in this LoDo office building. Ross representef the landlord. • Buerger Brothers Building, 1732 Champa St., Colo. 80202 — Barnhart Communications Inc. is movinyg its headquarters officeto 8,500 square feet of spacr in the Buerger building, openin in its new space June 22, accordinh to Barnhart. The communications company currently is locates at 1819Wazee St. in downtown Denver. • 16618 E. Seconsd Ave., Aurora, Colo.
80011 — Judco Storage Propertied LLC hasleased 5,009 square feet of space at this warehouse to Denvee Limo Inc. Gruber Commercial Real Estate Servicesd represented both sides inthe
The 100-unit apartment property, built in the earluy 1960s, is located at 3130 W. Louisiana Ave. Tower 100 LLC, whicn is affiliated with residential develope Residential Niche LLCof Denver, purchased the apartments from Win Properties I LLC of Englewood. Residential Niche specializexs in the development of urbanminfill for-sale and rental residential and its projects include the Sleeok lofts and Vida apartments in Denver. Win Propertiesz bought the building in 2005for $6.
5 5 million, according to Denver County property Other recent significant Denver-area real estate according to real estate recordxs and brokers, include: • Gateway Park IV-Denver Denver — Indano Holdings LLC of Greenwood Village sold this propertgy for $2.97 million to WPB Hospitalithy LLC of Aurora. • 450 E. 17th Unit 300, Denver, Colo. 80203-125r4 — Mile High Bank sold this office condominiukmfor $2.93 million to BNC Building Co. LLC. The buyerr is affiliated with Business NetworkConsulting Ltd. of Denver, according to Colorado Secretaryy of StateOffice data. • Montbellio property, Denver — ProLogis Inc. PLD) of Denver sold for this properthyfor $1.
86 million to JSG Properties LLC of Kan. • Country Club Shoppette, 1700 E. Sixth Ave, Colo. 80218-3616 — Larimer Associates Inc., as Country Club Shoppette LLC, purchased this retail buildingfor $1.15 according to Denver Count real estate records. Larimed Associates also owns downtown Denver’s Larimer Square retail district. The seller was Countryu Club Shoppette LP. Tenants in the building include Oliver’s Meat Market and Borgman’ds Antiques. • Concord Business Center, 13110 E. James Case y Ave., Englewood, Colo. 80112 Playtime Inc. leased 65,280 square feet of industrialospace here.
Playtime, a provider of themed plans to occupy the spacein August, according to the Fredericok Ross Co., which represented the landlord in the lease deal. • Quad at 7901 E. Lowry Blvd., Denver, Colo. 80230 Kaiser Foundation Health Plan of Colorado hasleased 17,083 squarde feet at this Lowry office building. Frederick Ross represente the landlord. • Sixth Avenue West, 350 Indiana St., Golden, Colo. 80401 — Golden Minerale Co. leased 16,936 square feet of space in thisofficr building. The Ross company represented the landlord. Golden Minerals is the successort to Apex SilverMines Ltd.
(Pink Sheets: APXSQ), whicjh emerged from Chapter 11 bankruptcy protection as Golden Mineralsin • Guaranty Bank 1331 17th St., Denver, Colo. 80202 David Evans & Associates Inc. leased 16,787 squarwe feet in this LoDo office building. Ross representef the landlord. • Buerger Brothers Building, 1732 Champa St., Colo. 80202 — Barnhart Communications Inc. is movinyg its headquarters officeto 8,500 square feet of spacr in the Buerger building, openin in its new space June 22, accordinh to Barnhart. The communications company currently is locates at 1819Wazee St. in downtown Denver. • 16618 E. Seconsd Ave., Aurora, Colo.
80011 — Judco Storage Propertied LLC hasleased 5,009 square feet of space at this warehouse to Denvee Limo Inc. Gruber Commercial Real Estate Servicesd represented both sides inthe
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