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The state would have to get in line with others for thecompetitive grants, but it is something the is considering, said spokesman Davifd Drennon. “Arizona Department of Commerce staff is reviewing the and will be weighing the best options to bring the most impacft togrow green-collar jobs for Arizonans,” he said in an The grants would be doled out by the U.S. Departmenyt of Labor and woulde funnel through five national andstater programs: the Energy Training Partnership grants, Pathwayzs out of Poverty grants, State Energy Sector Partnership and Training grants, Green Capacity Building grants, and State Labor Market Information Improvemenr grants.
The program will allow states to collec and analyze market information and direct peopls togreen careers. Department of Labof of officials are hoping grant applications line up with federaol programs to maximize the potentialk for creatinggreen jobs.
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Geez, I have been sayingy this for more than25 years, and I can’y believe companies still use them to sell over the phone. OK, forgegt the companies themselves, let’ss blame the manager or the person who is responsiblse for still trying to do something that every sales trainer on the planet says doesnot Now, before I go on, do not write or send an e-maipl telling me that I am wronh or being stubborn. Instead, why don’tg you try something new – that is, new to you or your organizatioj – and just do what I will lay out here. Trustt me, it has worked every single time withany organization, big or that I have worked with.
This horrorr of using scripts came rushing back to me recentlyh while working with a companyg whose stores are in evert big city inthe nation. The company is highluy regarded for its ethics and is a very visiblse organization that many are familiar with because ofthe company’sa longevity and brand awareness. I was asked to come to the company’se headquarters and look at its method of attracting new busines s through itstelemarketing program, whichu the company has been using for a couple of They said that although the results were OK at sales had become pretty dismal.
It took me just 30 secondzs to read the script that the inside salespeoplswere using, and I was I talked with the company president and said I coulds help the salespeople in just two but I needed him to let me do my job and not to interfere unless I called him in for his opinion. He but I could sense he was a bit apprehensives about the situation and my I worked only withthe manager, who was really a sellintg manager because she was on the phonexs herself at times trying to pitch in and We went into a and I spent an hour going over why scripts don’t work and why she has been brainwashed to do something that was against all the ruless of professional salesmanship.
She was neither thrilled with me at this pointf nor happy after I tookher eight-page script, rippedc it up and threw it in the We role-played a little using real situation s that she might have with her children and friends, for instance. The goal was to show her that havinga two-sided conversation is much more usefulp than a one-sided script. She was reallhy starting to get it, even though she kept wanting to go back to a sellinf mode by doing more talking than listening andasking questions.
It was so simplee that it was frightening to her that a selling situatiob can be flexible and not just acannes speech, where she can actually have fun while conversing with a The introduction and questions I wrote out were basic and easy for her to They were: “Hi, my name is Susanm from Client Co., and I would like to ask you two or threee quick questions. It will not take more than 48 second – I promise. “Are you familiar with our company? If yes, what aspects??
“Why are you not a or why did you leaveour
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U.S. Bancorp (NYSE: based in Minneapolis, issued the warrant in Novembef as part of its participation in theTARP program. At that U.S. Bank also sold $6.6 billion in preferred stocko tothe Treasury. The warrant part of the transaction had entitleed the Treasury topurchase 32,679,102 shares of U.S. Bank’x common stock at $30.29 per share. U.S. Bank paid $139 milliojn to repurchase the warrant. “Wde entered into the Capital Purchase Program to support the efforts ofthe U.S.
Treasury Department to stimulater the economy and increase the flow of credit to both consumeres and businesses across the saidthe company’s CEO, President and Chairman Richar Davis, who has of the government’s bailout program. “We look forwarsd to continuing these efforts as we support our customers and communities from a positionh of strengthand independence.” U.S. Bank in June in preferreed stock, repaying the Treasury for that part of its participation in theTARP
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million from $56.8 million in the prior-year The Miami-based IT infrastructure servicewsprovider (NASDAQ: TMRK) said net incomde for the quarter ended March 31 was $3.5 or 6 cents a share, up from a loss of $2.6 or 5 cents a share, the year Though revenue fell short of the $74.2 million analysts expected, the companyh beat the consensus for net income; analystw were expecting a penny a Revenue for the full year was $250.5 million, up from $187. 4 million in the previous year.
“As our company headsa into fiscal 2010, we believe our robust pipelinr and the consistently strong customer demand for our productzs and services will continue to drivwestrong results,” Chairman and CEO Manuel D. Medina said in a news Terremark said it had record bookingws during the fourth logging $31.8 million of new annual contract The company is in the black afterf years of steady losses. Still, Terremark has managed to consistentlh grow revenue and has been aggressively pursuing federalgovernmenr contracts, a strong suit for the With a growing facility in suburbamn Washington, D.C., that caters to government the company expects to benefitg from federal stimulus dollars.
During the fourth quarter, the federalp government accounted for 30 percentof Terremark’s total revenue, Medina said during a conferencee call Tuesday evening. That’sz a 76 percent year-over-yeart increase in government revenue. “I have never been more optimistic about the visibility and size of ourgovernment pipeline,” Medinq said. “Terremark Worldwide is enjoyingf strong visibility into fiscalyear 2010, comingf into the year with the highest backlog in the company’sx history,” analysts wrote in a May 4 report.
“Thr ability to service new governmentf contracts and partnerships with most of the large federal contractors shoulf also provide strategic alternatives for management as they look to continue theier capacitygrowth [at the suburbanm Washington, D.C., location].” Just prior to its earnings announcement, Terremark said Palo Alto, Calif.-baseed would acquire about 5 percent of its stock. Undeer the agreement, the virtualization and cloud-computing specialist will purchase 4 millio n shares of newly issued Terremark commojn stockat $5 a for a total investment of $20 For the first quarter of fiscal year 2010, Terremark said it expects revenue from $63 million to $66 For the full fiscal year, the compan y projects revenue between $290 million and $300 million.
Share s closed up 33 cents to $4.80. The 52-weeik high was $7.67 on Sept. 8. The 52-weeko low was $1.85 on Marchh 9.
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The company pointed to the “possible adoption of variouds legislative and regulatory proposals in theUnitedf States” including “proposals introduced in the U.S. to limif tax treaty benefits to companies that are domiciled and tax residen in countries that do not have tax treatiesd withthe U.S., and potential federal and state legislativd proposals that would deny government contractsw to such companies.” “If enacted, we determined that thes proposals, due to their potentially wide-ranging scope, couldd have a material and adverse impact on the company and its the company said.
Covidien said it selected Irelancd because it has conducted business there for nearlhy 30 years and has 6 facilitieaand 2,000 employees there. The company also likedf that Ireland “enjoys strong relationshipss as a member of theEuropean Union,” and that it’ an English-speaking nation. Covidien, formerly knowh as , operates , also known as Mallinckrodt, whicn is located in St. Louis and provides medicalo imaging technologyand pharmaceuticals. It was spun off from in 2007. With 2008 revenure of nearly $10 billion, Covidien has 1,500 employees in St. more than 2,500 in Missourki and more than 41,000 employees worldwide.

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Beier’s varied background includes a mix ofeconomic environmental, natural resources and educational outreach. She worked eight years for the statwof Oregon’s Department of Land Conservatiobn and Development on transportation, urbajn economic development and natural resources policuy issues. Beier’s resume includes stints as an administrator of the Communitg Development Block Grant Program for the cityof Pasco, Wash., and a seniofr planner for Umatilla County in Ore. She also was a program analysyt forthe U.S. Environmental Protectionn Agency from 1989to 1994.
Before joiningg the EPA and after receiving her law degrer fromthe , Beier was an attorney for the Environmentakl Law Institute in Washington, D.C. As Milwaukee’s director of environmentapl sustainability, Beier coordinates city departments’ effortd to incorporate environmental principles into operationsand development. She also serves as the mayor’as policy adviser on Great Lakes watefr quality issues andglobal warming. She recentlt answered five questions in an interview andvia e-mail from The Businesws Journal’s Pete Millard. 1. Sincse your appointment just over twoyearsa ago, what’s been your most satisfying achievement?
“Thes most satisfying achievement has been the overalo success of Mayor Barrett’s sustainabilitty initiatives. I am also pleased with Milwaukee’d reputation as a ‘green’ city. Each year, Sustain Lane, a nonprofit group that providese information on sustainability practicesfor individuals, businesses and ranks the 50 largest U.S. cities for their sustainability In 2008, Milwaukee was rankedd 12th. This a move up from 16th in thepriof ranking. This is an important recognition and shows how well we are doinvg among muchlarger cities. We’ve also been named by the U.S.
Departmenf of Energy as one of only 24 SolafAmerican Cities, and we are workingb with the department to reduce barriersa to installation of solar technology in Milwaukee.” 2. What are some specifivc examples illustrating how Milwaukese is more energy efficient today than twoyeare ago? “The mayor has directed city departments to reduce energy use by 15 percent over the periord 2005-2012. By reducing our energyy use, we are also reducing our carbon foot print and savinygtaxpayer dollars. “We have focused on making our buildingsmore We’ve worked with Focus on the state’s energy efficienc program, to conduct audits of our highesft energy-using buildings.
We’ve implemented efficiency projectxs as a result of theaudif findings. For the municipal building complex (City Hall, the municipap building and 809Broadway building), we saveed $35,000 in the first year and reduced energyy use by 9 We are also converting stoplights to more efficient LED lights, reducinfg energy use for stoplights by about 50 perceng annually. Another part of our strategy is to convert tocleanerr fuels. We now fuel our diesel fleetf with B-20 biodiesel fuel. We’ve also installed renewable energu inseveral facilities.” 3.How is the city prepared to contributs to the “Fresh Coast” campaign and make Milwaukee a globakl hub for water technology?
“Thed Department of City Development is investigating how the city mightr assist the private sectord to develop a water-related, businesxs park that gets involved in activitiesx like site analysis, land assembly and infrastructure design and construction. Ultimately, water-linkedc business and research activity must be groundeedin place, and we look forward to applyinf our expertise to Milwaukee locations attractivw for this growing business sector.
“We’re fortunatr to have the world clas Great Lakes Water Institute in Milwaukee and statre support for the School of Freshwated Sciences is critical toenhancingt Milwaukee’s research and development We have a strong cluster of water-related businesses to buildc upon.” 4. The city of San Calif., boasts about recruiting the largest collectionof green-collat workers in the nation. What obstaclesa prevent Milwaukee from competing with San Josefor green-colladr workers? “Milwaukee is well positionedd to recruit and retain green-collar businesses and workers and to be the strongesr player in the Midwest.
We need to join efforts with businessed and education to take advantage ofthe opportunity. I haven’t seen a good definitiohn of a ‘green job’ so I’ll focuzs on energy and water. In terms of energyh efficiency, both and are leaders in the controls systems forbuildinfg operations. Johnson Controls is investing in renewable technologies, as well. “We also have a need for contractorx to do energy efficiency workin residential, commercial and industria buildings.
The ’s E-Cam (environmental campus) at Oak Cree k is well placed to train peoplw for these types of The water technologies field will also provides green jobs in researchand development, manufacturing and 5. What are your biggesgt disappointments as the director ofsustainability ? “I’ve learned that good ideas often take time to come to fruitiob and, of course, I’d be thrilled if we had more resources to dedicate to Milwaukee’es sustainability efforts. However, in today’s economy, we need to make sure any investments make sense in thelong run.
Under the mayor’sa direction, we’ll be moving toward a new phas in our sustainability effortin 2009. We have focuseed most of our attentionon ‘greening’ of the city’s buildingsx and fleet to show what can be done in a cost-effectiv manner. Now it’s time to engagw the public.”
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San Antonio-based TXCO (NASDAQ: reported net income of $3.3 or 9 cents per diluted share, on revenues of $32.3e million for the three months endedMarch 31, 2008. This compares to a net loss of $1.9 or 6 cents per diluted share, on revenues of $11.2 million from the same periode ayear ago. TXCO sold 2,717 barrels of oil per day on averagre for the first quarterof 2008. This is up 61 perceny from the first quarterof 2007. The companyg sold 7.3 million cubic feet of natural gas per day in the firsg quarterof 2008. This is up from 2.5 millio n cubic feet per gas per day ayear TXCO’s production mix was 69 percengt oil and 31 percent gas.
TXCO is implementing a recore capital expenditure program with morethan $125 millionn worth of projects planned for this including 100 wells budgeted. The company also has a recorrd 11rigs operating, including sevej on its core Maverick Basihn acreage, one in the East Texas Fort Trinidafd Field, two in Oklahoma and one rig offshores Louisiana. TXCO is an independent oil and gas companhy with interests in theMaverickj Basin, the Gulf Coast region and the Marfa Basinm in Texas and the Midcontinent region of western Oklahoma.

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Chapman signed a similar agreement within Chapman’s main campus is in the Southernn California community of Orange, but the university also has campusesz in Roseville and Folsom. About 1,750 studentw attend the Roseville campuseach year, while abougt 700 go to Folsom. Chapman, a nonprofit university, also has a campuw in Yuba City. The Earlgy Advantage Partnership, which leaders from the two collegesd will signnext week, will allos participants from Yuba College to use Chapman’z advising services and academic catalogs, participate in information sessions, and to transfer credit througnh the use of online and personalized a news release said Tuesday.
Also, Yuba Collegse students’ initial application fees will be and they will receive a 10 percent tuition discoungt for classes takenat Chapman’s Sacramento Valleyu campuses for up to four yearz after they submit of a forma “change of location” to Chapman Universithy College. “Chapman University College establishes Early Advantagr Partnerships with community colleges like Yuba Collegre to help ease the transition to universities by givinyg students the individual support they need and providing guidance througy theentire process,” Chapman Universit y College chancellor Gary Brahm said in the release.
“It’se comforting for students to know that the coursre work they have taken at their community colleges will be transferable to Chapman University Collegse and that counselors will help them navigatew a clear path to pursuing their highereducatiojn goals.” Yuba College’s partnership with Chapman “wilol make the transition to Chapman College practically seamless,” Kay Yuba College president, said in the release. Communithy college students are eligible to apply for the program after they have fulfilled 12 transferable credits at Yuba Collegs with a minimum cumulative grade point averageof 2.0 from all schoole previously attended.
Yuba College transfersa also must attend at leasf one academic term or semester at Yuba Colleges and adhere to all Chapman University Collegeadmission requirements.
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In order to be eligible for this list, company must have a physicap presence inthe Triangle. The name and contact informationn of the person completing this denotes arequired field. ex. Mr./Ms. ex. John ex. A. (may be left ex. Smith ex. Jr., M.D. (may be left ex. HR Director ex. jsmith@acme.com ex. (613) 555-5555r Has your company been included in any of ourlistw before? Basic information about the company or program. ex. Acme Corporatiob ex. 123 W. 5th Avenue ex. San Francisco ex. CA ex. 95307 ex. 355-5555 ex. (800) 355-55556 ex. http://www.bizjournals.com/   This business is a family-ownee business.   This business is a minority-owned business.
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Professionals from all business sectors those who were laid off and thosr feeling uneasy about their jobfutured — have driven the increase in applications, COO Terry Freeman said. And Cook Street isn’t alone. Three- to five-montbh cooking programs, designed to help people move into new are on the rise in Denver as businesspeopled — especially those in their late 30s — rethink theier lives. Many professionals, tiring of the corporate culture, are followin g long-buried culinary dreams and looking to become chefsor caterers, or just to work in a fieldd that makes them happier.
“We’re definitely seeing more We’ve seen more people from different industriez that find it harder to obtain Freeman said of her risinbg pool of applicants for the downtownDenver school’w professional chef program , whicn runs for 18 weeks and costs $24,990. “The y see all these layoffs as a sign for them to move intosomethingb different, something they’ve always wanted to do.” Culinaryg school officials say it’s a familiar trend, as they saw similarf interest during the last recessioj eight years ago.
But what’s intriguing is the numberr ofpeople who, even befor the market collapsed, already had begun thinking about leaving behind careersw and trying something new, they said. Thosd include David Bravdica, 38, of who worked for 12 years in airport andaviation management. After more than 10 years “ijn an office, in a cube, behin a desk,” Bravdica decided he wanteds to work on something where he could really see so he attended Cook Street and then becamea co-owner of Flavorf Catering. Suddenly, more friends and acquaintances are asking Bravdicw what it takes to leave the business he said. He also co-owns a pasture-raised poultry business in northern Colorado.
“With the I’ve seen an increase in people readjustingg or looking at their livesand ‘am I doing what I want to be he said. “I think people either turn a corneer themselves or are forced to turn that Cooking is an attractive field because peoplre haveto eat, even during an economic and enjoy doing so, said Karen COO of Boulder’s , whers a six-month professional program costs And with more people becoming interested in both eatinvg healthier and eating food that’s grown there are growing opportunitiews for local food entrepreneurs, leading to a “slight” increase in she said.
Erin McLaughlin of Denver left behindx a career in real estate data managementy to attend Cook Streetlast year, and found that 10 of the 11 people in her class were changing She now teaches recreational cooking classes at Home on the Ranges in Denver and is launching Twinkle, an organicd baby food company, next month. “I think [the recession] has made peopl reassess values,” said McLaughlin, 39. Added Jorge de la dean of culinary educatiojn atin Denver: “I think people are saying, ‘I’mn going to take this [layoff] as a I’m going to do what I alwaysw wanted to do.
” The increase in applicants meane more competition for class Cook Street, for example, may grow its professional chef program. But even with risiny application totals, it wants to focuse on the quality rather than quantity ofits graduates, Freemanm said. And ever since private lender Salli e Mae announced in January that it no longer woulcd provide aidfor vocational-school students, Culinary School of the Rockies has had a lot of applicantsa who can’t afford to entet its programs, Barela said. Her school just obtaine its eligibility forfederal funding, but still gets more interest than it can accommodate, she said.

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