WNY News Now Stock Image.HANOVER — The Chautauqua County Sheriff’s Office says charges are pending after two people were injured in a car crash Wednesday evening a in the Town of Hanover.Deputies responded to a crash on Alleghany Road at about 9:30 p.m.They say two people were transported to Brooks Memorial Hospital for treatment of their injuries.Railroad traffic in the area was halted for some time, deputies said. The Sheriff’s Office was assisted by several volunteer fire departments, New York State Police, Border Patrol.The investigation is continuing. Share:Click to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to email this to a friend (Opens in new window)
Berkshire Bank,Berkshire Hills Bancorp, Inc. (Nasdaq: BHLB), which does business as Berkshire Bank with offices in southwestern Vermont, and Legacy Bancorp, Inc. (Nasdaq: LEGC) announced today that they have signed a definitive merger agreement under which Berkshire will acquire Legacy and its subsidiary, Legacy Banks, in a transaction valued at approximately $108 million.The merger of Legacy into Berkshire will create a combined institution with $4 billion in assets. This in-market merger will create efficiencies and market share benefits for the combined banks, which both have branches in Western Massachusetts and Northeastern New York. Including Berkshire’s pending merger with Rome Bancorp, the combined bank will have more than 60 offices serving Berkshire County, the Pioneer Valley, New York, and Southern Vermont.Legacy has nearly $1 billion in assets and 19 branches, while Berkshire has nearly $3 billion in assets and will have 47 branches including the Rome branches. Both institutions offer a wide range of personal and commercial banking products and services, as well as wealth management, investments, and insurance services. Both banks are headquartered in Pittsfield, Massachusetts and have histories stretching back more than 150 years serving the Berkshire County market. The combined bank will be well capitalized, with strong asset quality and strong planned revenue and core earnings growth. Berkshire will have a market capitalization exceeding $400 million and a dividend yield exceeding 3% based on current stock market prices.Michael P. Daly, Berkshire’s President and Chief Executive Officer, stated, “This in-market combination will create a strong platform headquartered in Berkshire County for further growth of our Northeast regional franchise. I look forward to welcoming the Legacy team into the culture of America’s Most Exciting Bank(SM) as we together provide the best financial support and solutions to our markets. The transaction will be immediately accretive to core earnings per share, and the other metrics of this merger demonstrate that it is fairly priced and will produce an attractive return to investors. Shareholders will also benefit from our larger market capitalization and stock trading liquidity, and our strong franchise positioning in the middle of the Northeast region. We expect to complete our pending merger with Rome Bancorp in the first quarter of 2011 and to complete the Legacy merger in the following quarter, accelerating our planned return to a $2.00 annualized core EPS run-rate. Our strong executive team is positioned to complete these integrations flawlessly, and we look forward to welcoming Legacy executive Patrick Sullivan onto this team, along with two Legacy directors onto our Board, including J. Williar Dunlaevy.”Mr. Dunlaevy stated, “Legacy and Berkshire have been friendly competitors over the years, and now we’re joining the Berkshire team to create a larger combined platform to serve our traditional and target markets. This transaction produces a very attractive immediate return to our shareholders. Additionally, Berkshire’s stock has excellent prospects for further attractive investment returns, particularly including the benefits of this partnership, which will provide long term benefits to all of our constituencies.” Mr. Sullivan added, “As we considered our strategic alternatives, there were compelling reasons for us to seek this partnership with Berkshire. Berkshire is a company with strong momentum and is well positioned as a bank that knows our communities, understands the customers we serve, and offers a unique brand promise for customer engagement. I look forward to joining the Berkshire executive team, and to successfully integrating our neighboring operations and accelerating our combined earnings growth in New England and New York.”The merger is valued at $13.00 per share of Legacy common stock based on the $20.75 average closing price of Berkshire’s stock for the ten day period ending December 15, 2010. Under the terms of the merger agreement, each outstanding share of Legacy common stock will be exchanged for 0.56385 Berkshire common shares plus $1.30 in cash. As a result, 90% of the merger consideration will be in the form of Berkshire stock and 10% will be in the form of cash. The $13.00 per share value represents 110% of Legacy’s tangible book value per share and a 1.0% premium to core deposits based on financial information as of September 30, 2010. The merger is expected to be completed by June 30, 2011. It is expected to be $0.10 accretive to Berkshire’s core earnings per share in 2012, which will be the first full year of operations, and there will also be some accretive benefit in the 2011 transition year.The transaction is intended to qualify as a reorganization for federal income tax purposes, and as a result, it is expected that the exchange of Legacy shares for Berkshire shares will be on a tax-free basis. The definitive agreement has been unanimously approved by the Boards of Directors of both Berkshire and Legacy. Consummation of the agreement is subject to the approval of Berkshire’s and Legacy’s shareholders, as well as state and federal regulatory agencies. It is anticipated that there will be some divestiture of deposits in Berkshire County; any divestiture gains will be shared in accordance with the merger agreement. Both the Berkshire Bank Foundation and The Legacy Banks Foundation will continue to provide charitable contributions to the communities.Sandler O’Neill & Partners, L.P. served as the financial advisor to Berkshire, and Keefe, Bruyette & Woods, Inc. served as the financial advisor for Legacy. Luse Gorman Pomerenk & Schick, P.C. served as outside legal counsel to Berkshire, while Nutter McClennan & Fish LLP served as outside legal counsel to Legacy.Regarding Berkshire’s current year performance, Berkshire CEO Mike Daly added, “We are pleased that our fourth quarter core earnings are anticipated to meet or exceed our previous guidance of $0.26 per share, which reflects an annualized pace of growth around 16% compared to the prior quarter. This results from continued strong organic growth of our business and continued favorable asset quality metrics. We expect some one-time charges related to the Legacy and Rome merger agreements which will impact our GAAP earnings. We look forward to announcing our fourth quarter and full year 2010 results after the close of business on Monday, January 24, 2011, followed by a conference call/webcast at 10:00 A.M. on Tuesday, January 25, 2011.”About Berkshire Hills BancorpBerkshire Hills Bancorp is the parent of Berkshire Bank – America’s Most Exciting Bank(SM). The Company has $2.8 billion in assets and 41 full service branch offices in Massachusetts, New York, and Vermont. Berkshire Bank provides 100% deposit insurance protection for all deposit accounts, regardless of amount, based on a combination of FDIC insurance and the Depositors Insurance Fund (DIF). For more information, visit www.berkshirebank.com(link is external) or call 800-773-5601.About Legacy BancorpLegacy Bancorp is a publicly held, one-bank holding company whose wholly-owned subsidiary, Legacy Banks, is a full-service, community-oriented financial institution offering products and services to individuals, families and businesses through nineteen branch offices located in western Massachusetts and eastern New York State. Predecessors to Legacy Banks have been serving the area’s financial needs since 1835. Legacy Banks’ business consists primarily of making loans to its customers, including residential mortgages, commercial real estate loans, commercial loans and consumer loans, and investing in a variety of investment and mortgage-backed securities. Legacy Banks funds these lending and investment activities with deposits from the general public, funds generated from operations and select borrowings. Legacy Banks also provides insurance and investment products and services, investment portfolio management, debit and credit card products and online banking.About Rome BancorpRome Bancorp, Inc. is a publicly held, one-bank holding company whose wholly-owned subsidiary, The Rome Savings Bank, maintains its corporate offices in Rome, New York. Rome Bancorp, Inc. is incorporated in the state of Delaware. The Rome Savings Bank, regulated by the Office of Thrift Supervision, operates five full-service community banking offices in Rome, Lee, and New Hartford, New York. Rome’s assets totaled $332 million as of September 30, 2010. Rome’s primary lines of business include residential real estate lending, small business loan and deposit services, as well as a variety of consumer loan and deposit services.FORWARD LOOKING STATEMENTSCertain statements contained in this news release that are not statements of historical fact constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 (the “Act”), notwithstanding that such statements are not specifically identified as such. In addition, certain statements may be contained in our future filings with the SEC, in press releases, and in oral and written statements made by us or with our approval that are not statements of historical fact and constitute forward-looking statements within the meaning of the Act. Examples of forward-looking statements include, but are not limited to: (i) projections of revenues, expenses, income or loss, earnings or loss per share, the payment or nonpayment of dividends, capital structure and other financial items; (ii) statements of our plans, objectives and expectations or those of our management or Board of Directors, including those relating to products or services; (iii) statements of future economic performance; and (iv) statements of assumptions underlying such statements. Words such as “believes,” “anticipates,” “expects,” “intends,” “targeted,” “continue,” “remain,” “will,” “should,” “may” and other similar expressions are intended to identify forward-looking statements but are not the exclusive means of identifying such statements.Forward-looking statements involve risks and uncertainties that may cause actual results to differ materially from those in such statements. Factors that could cause actual results to differ from those discussed in the forward-looking statements include, but are not limited to: local, regional, national and international economic conditions and the impact they may have on us and our customers and our assessment of that impact, changes in the level of non-performing assets and charge-offs; changes in estimates of future reserve requirements based upon the periodic review thereof under relevant regulatory and accounting requirements; the effects of and changes in trade and monetary and fiscal policies and laws, including the interest rate policies of the Federal Reserve Board; inflation, interest rate, securities market and monetary fluctuations; political instability; acts of war or terrorism; the timely development and acceptance of new products and services and perceived overall value of these products and services by users; changes in consumer spending, borrowings and savings habits; changes in the financial performance and/or condition of our borrowers; technological changes; acquisitions and integration of acquired businesses; the ability to increase market share and control expenses; changes in the competitive environment among financial holding companies and other financial service providers; the quality and composition of our loan or investment portfolio; the effect of changes in laws and regulations (including laws and regulations concerning taxes, banking, securities and insurance) with which we and our subsidiaries must comply; the effect of changes in accounting policies and practices, as may be adopted by the regulatory agencies, as well as the Public Company Accounting Oversight Board, the Financial Accounting Standards Board and other accounting standard setters; changes in our organization, compensation and benefit plans; the costs and effects of legal and regulatory developments, including the resolution of legal proceedings or regulatory or other governmental inquiries and the results of regulatory examinations or reviews; greater than expected costs or difficulties related to the opening of new branch offices or the integration of new products and lines of business, or both; and/or our success at managing the risk involved in the foregoing items.ADDITIONAL INFORMATION FOR STOCKHOLDERSIn connection with the proposed merger, Berkshire will file with the Securities and Exchange Commission (“SEC”) a Registration Statement on Form S-4 that will include a Proxy Statement of Legacy and a Proxy Statement/Prospectus of Berkshire, as well as other relevant documents concerning the proposed transaction. Stockholders are urged to read the Registration Statement and the Proxy Statement/prospectus regarding the merger when it becomes available and any other relevant documents filed with the SEC, as well as any amendments or supplements to those documents, because they will contain important information. A free copy of the Proxy Statement/Prospectus, as well as other filings containing information about Berkshire Hills and Legacy, may be obtained at the SEC’s Internet site (http://www.sec.gov(link is external)). You will also be able to obtain these documents, free of charge, from Berkshire Hills Bancorp at www.berkshirebank.com(link is external) under the tab “Investor Relations” or from Legacy Bancorp by accessing Legacy Bancorp’s website at www.legacy-banks.com(link is external) under the tab “Investor Relations.”Under the terms of the Agreement, Legacy and its advisors are permitted to solicit and consider acquisition proposals from third parties from the signing of the agreement through January 31, 2011. It is not anticipated that any developments will be disclosed with regard to this process unless Legacy’s Board of Directors makes a decision with respect to a potential superior acquisition proposal. There can be no assurance that the solicitation of proposals will result in an alternative transaction.Berkshire and Legacy and certain of their directors and executive officers may be deemed to be participants in the solicitation of proxies from the stockholders of Legacy Bancorp in connection with the proposed merger. Information about the directors and executive officers of Berkshire Hills Bancorp is set forth in the proxy statement for Berkshire Hills Bancorp’s 2010 annual meeting of stockholders, as filed with the SEC on a Schedule 14A on March 26, 2010. Information about the directors and executive officers of Legacy Bancorp is set forth in the proxy statement for Legacy Bancorp’s 2010 annual meeting of stockholders, as filed with the SEC on a Schedule 14A on March 25, 2010. Additional information regarding the interests of those participants and other persons who may be deemed participants in the transaction may be obtained by reading the Proxy Statement/Prospectus regarding the proposed merger when it becomes available. Free copies of this document may be obtained as described in the preceding paragraph.NON-GAAP FINANCIAL MEASURESThis news release references non-GAAP financial measures incorporating tangible equity and related measures, as well as core deposits. These measures are commonly used by investors in evaluating business combinations and financial condition. Tangible equity/tangible assets excludes intangible assets from the numerator and denominator. Tangible book value per share excludes intangible assets. Core deposits are total deposits less time deposits over $100 thousand. Core earnings and earnings per share exclude non-recurring items, including one-time merger related expenses recorded against income in accordance with financial accounting standards for business acquisitions.SOURCE Berkshire Hills Bancorp PITTSFIELD, Mass., Dec. 21, 2010 /PRNewswire-FirstCall/ —
By Geraldine Cook/Diálogo April 08, 2019 The Colombian Military Forces’ Joint Special Operations Command (CCOES, in Spanish) conducts operations under the motto, “Special people to complete special missions.” Army Major General Jorge Arturo Salgado Restrepo, CCOES’s commander until December 2018, praised the work of its specialized personnel. CCOES was consolidated as a joint command in April 2009. Since then, its operational achievements to neutralize the Revolutionary Armed Forces of Colombia (FARC, in Spanish) made the Military Forces renowened internationally. As commander, Maj. Gen. Salgado was committed to making his personnel increasingly professional. He spoke with Diálogo during a visit to CCOES’s headquarters in Bogotá, in October 2018, where he talked about the personnel’s capabilities, their training, interagency work, and other topics. Diálogo: What’s CCOES’s mission? What does CCOES consist of? Major General Jorge Arturo Salgado Restrepo, former commander of the Colombian Military Forces’ Joint Special Operations Command: Our mission is to conduct operations against high strategic value targets. To do so, we joined our intelligence and operational capabilities with the Military Forces and the National Police. In Colombia, the National Police is under the umbrella of the defense sector, and we work with them very closely. CCOES consists of three components: the land component, grouping together the Colombian Army’s Special Forces Division with its three regiments and three battalions of about 4,000 elements. We have the air component with the Special Air Operations group and the Navy component, which consists of the Marine Corps Special Forces Battalion, both with their own capabilities. When a mission is assigned to us, we conduct a thorough analysis of the operational environment and then decide on the ideal capability to use, based on several factors: enemy, time, terrain, and troops available, among others. In addition to these components, we have the Special Operations Urban Counter-terrorism Group. Diálogo: What are the short and long-term objectives of CCOES? Maj. Gen. Salgado: Our main objective is to defeat the persistent threat system, as defined by the Victoria Plus war plan. This persistent threat system has six subsystems: first, the armed one; second, support networks; third, resources; fourth, territory; fifth, political; and sixth, command and control. CCOES’s mission is to attack the command and control subsystem. Under the direction of the minister of Defense, we meet with intelligence agency participation to identify the country’s high strategic value targets. We also have security and border plans with neighboring countries, where we conduct missions to attack high strategic value targets. CCOES evolved. Signing the peace process with FARC compelled a full transformation of the military, and we were not exempt from this. In the past, it was easier to determine all high strategic value targets because of the structural organization of the threat. Today, the threat is different; there are organized armed groups with a lot of involvement in narcotrafficking, so identifying leaders and high strategic value targets became more complex. This is a major challenge we assumed very well. Diálogo: What are CCOES’s achievements since its creation? Maj. Gen. Salgado: There is no question that CCOES was a fundamental part in defeating FARC. We neutralized 90 percent of their command and control subsystem, which forced them to negotiate from a weaker position than when we started in 2009. Neutralizing the FARC’s secretariat was CCOES’s greatest achievement. Diálogo: The Colombian special forces have remarkable international prestige with operations such as Jaque, Armageddon (Armagedón), Chameleon (Camaleón), and Odysseus (Odiseo). To what do you attribute the success of these operations? Maj. Gen. Salgado: Without a doubt, very rigorous training, especially instruction, revision, doctrine modernization, and knowledge exchange with other countries, with the United States topping the list, of course. CCOES is an organization that arose with help from the United States; this is an is an army whose creation received the strong support of the U.S. Army, the U.S. military, and the nation itself. Taking those first steps with them helped us reach these high standards. Diálogo: CCOES is considered to be an interagency component. How did you develop that interoperability coordination? Maj. Gen. Salgado: We work with strategic operational think tanks (TPOE, in Spanish), which are working groups comprising CCOES and intelligence from the National Police, the Technical Investigation Corps, and other Colombian and U.S. agencies. Through the ministerial directive that defines high strategic value targets, each TPOE is assigned targets to monitor around the clock. TPOE build that target with information and intelligence obtained at the national level. This system creates a mathematical model that gives us the green light to make it operational. Diálogo: The press characterized the special forces as narcotrafficking’s and guerrillas’ worst nightmare. Could you tell us why? What are their greatest achievements in the Colombian peace process? Maj. Gen. Salgado: For years, the Colombian Army and the Military Forces in general have been the most appreciated institutions in our country, because we are trusted. We receive these comments with great pride and affection, because we live and exist for Colombia. The media are part of all these systems. In the 1990s, there were high-profile narcotraffickers who were very cruel and bloodthirsty and hurt our country enormously. Many FARC leaders—and somehow the country—felt at the time that we wouldn’t be able to defeat FARC, as they were invincible. However, with these kinds of capabilities, such as those of CCOES, we proved them wrong. There’s nothing like the nation seeing the neutralization of those terrorists’ and narcotraffickers’ command and control structures. Diálogo: What’s the relationship between the Colombian Special Operations Forces and the United States and other partner nations in the region? Maj. Gen. Salgado: We have a personal, daily relationship with the United States. With the U.S. Army Special Forces, we have an ongoing and constant relationship in all aspects of capability, since their personnel help in our organization and support us in all our processes, such as doctrine, organization, training, personnel, sustainability, and logistics issues. We have exchanges with other countries; we train service members of several countries here; and we attend seminars and participate in the Fuerzas Comando competition. Diálogo: The Special Forces Academy has a great track record in personnel instruction. What kind of training do they get? Could you tell us about the reputation of the school at the international level? Do they conduct international training, particularly with the United States? Maj. Gen. Salgado: The Special Forces Academy is an essential component in our system, so we are part of the training and instruction processes. Our officers, noncommissioned officers (NCOs), and personnel carry out special forces courses to fight in land, air, and water environments. We provide constant feedback on what happens in the battlefield, since these asymmetrical wars are very dynamic and changing. The enemy already learned what we did two years ago, so it’s no longer effective. It’s a constant learning process, and our school spearheads all the processes of lessons learned. The school has an international reputation because officers and NCOs of Brazil, Chile, Ecuador, Panama, and Mexico, among others, train in free fall, diving, combat, and other courses for different capabilities. We have a very special international outreach in close cooperation with the United States, which we would like to expand to improve shared training capabilities. Many of our personnel participate in a wide variety of courses within the U.S. special operations system, on either individual or group topics, while we have U.S. staff who train our members in certain skills, such as high-altitude infiltrations, parachuting, paragliding, and high-precision snipers. We go to the United States to get training, from basic training, such as the ranger course, to technical courses such as system management, radio, and the whole range of capabilities and materials used in special operations. Diálogo: What’s your message to Special Operations Forces of the hemisphere? Maj. Gen. Salgado: I’d like to congratulate all the special operations personnel, because we are the hope of the people. Here in Colombia you’ll always find friendly special forces willing and ready to learn.
By Erick Foronda July 17, 2019 The Bolivian combined counternarcotics force destroyed a total of 35,878 cocaine labs and 321 tons of the drug in 116,440 operations carried out in the last 10 years, the Bolivian government reported. Bolivian Vice Minister of Social Defense and Controlled Substances, Felipe Cáceres, delivered the report on May 26, in which the government offensives are estimated to have dealt a blow to narcotrafficking worth about $176 million.According to the report — the most thorough Bolivia has issued so far — the Bolivian Police’s Special Counternarcotics Force conducts daily operations with military units that provide logistics support, for example, in the handling of helicopters, small planes, boats, as well as in land transport. “This is a joint effort,” Cáceres said.According to former anti-drug czar and subject matter expert Ernesto Justiniano, who was also vice minister of Social Defense between 2002 and 2003, narcotrafficking is growing exponentially in Bolivia, and the government “is hiding information.”“I doubt any figure the government provides,” Justiniano told Diálogo. “I think they’re handling the situation from a political point of view, not a technical one, and there’s no one who can confirm the data.”According to an August 2018 report from the United Nations Office on Drugs and Crime (UNODC), coca crops in Bolivia increased 6 percent between 2016 and 2017, from 23,100 to 24,500 hectares. In its 2019 International Narcotics Control Strategy Report, the U.S. Department of State estimated the total coca cultivation to be 31,000 hectares.Both figures exceed the legal limits established by the Bolivian government. In March, 2017, Morales signed a law increasing the legal surface area of coca crops from 12,000 to 22,000 hectares.According to the UNODC report, up to 48 percent of the coca harvested in 2017 was used illegally. The Department of State report estimates that Bolivia produced about 249 tons of cocaine in 2017.In September 2018, the U.S. government designated Bolivia and Venezuela as countries that failed demonstrably to meet their obligations under international counter-drug agreements in the last 12 months. Bolivia’s designation was in part based on its lack of justification for the increase in coca production authorized under the new law.The UNODC report also states that almost 91 percent of coca crops in Chapare, Cochabamba department, is sold illegally. Bolivian President Evo Morales has been leading coca production unions in Chapare, a region with 931 trade unions and about 50,000 affiliates, for more than 30 years.“What happened is that they let the mice care for the cheese,” Justiniano said.Cáceres introduced the report to the European Commission’s Directorate-General for International Cooperation and Development. All activities, he said, received support from the Regional Center of Counternarcotics Intelligence, based in Bolivia, with counts on the participation of neighboring countries, Argentina, Brazil, Chile, Paraguay, and Peru.The minister added that the government assigns an annual average of $50 million to fight narcotrafficking, and assigned $430 million to this endeavor in the last decade. Bolivia expelled the Drug Enforcement Administration from the country in 2008, and rejected any counternarcotics help from the U.S. government.“It may be difficult to have zero narcotrafficking, but we have zero tolerance for narcotrafficking. It’s a mission,” Morales told the press in early June.
Ray White auctioneer Haesley Cush works the audience at the auction of 9 Craven St, Clayfield which sold for $4 million.RECENTLY I had the absolute pleasure of auctioning one of the most beautiful homes I have ever seen.It was a stunning Tudor home that a timber merchant had built for his daughter as a wedding present in the 1930s. The home was today owned by a lovely family who had moved in about 13 years ago when it was only two bedrooms. They grew the home to five bedrooms with a luxury extension upstairs. But their children had now moved out it was time to hand it to a new family.As the crowd swelled on that Saturday afternoon it was obvious that the owners had been significant contributors to the community, because neighbours, friends and family had taken over the tennis court and there was a celebratory atmosphere in the air. MOST VIEWED HOME SELLS UNDER THE HAMMER Bidding opened at $3 million and rose quickly in $250,000 until it paused at $3,750,000. I had discussions with all of the registered bidders. There was a young family, with two little children, who had registered.More from newsNew apartments released at idyllic retirement community Samford Grove Presented by Parks and wildlife the new lust-haves post coronavirus18 hours ago Video Player is loading.Play VideoPlayNext playlist itemMuteCurrent Time 0:00/Duration 9:10Loaded: 0%Stream Type LIVESeek to live, currently playing liveLIVERemaining Time -9:10 Playback Rate1xChaptersChaptersDescriptionsdescriptions off, selectedCaptionscaptions settings, opens captions settings dialogcaptions off, selectedQuality Levels720p720pHD432p432p270p270p180p180pAutoA, selectedAudio Tracken (Main), selectedFullscreenThis is a modal window.Beginning of dialog window. Escape will cancel and close the window.TextColorWhiteBlackRedGreenBlueYellowMagentaCyanTransparencyOpaqueSemi-TransparentBackgroundColorBlackWhiteRedGreenBlueYellowMagentaCyanTransparencyOpaqueSemi-TransparentTransparentWindowColorBlackWhiteRedGreenBlueYellowMagentaCyanTransparencyTransparentSemi-TransparentOpaqueFont Size50%75%100%125%150%175%200%300%400%Text Edge StyleNoneRaisedDepressedUniformDropshadowFont FamilyProportional Sans-SerifMonospace Sans-SerifProportional SerifMonospace SerifCasualScriptSmall CapsReset restore all settings to the default valuesDoneClose Modal DialogEnd of dialog window.This is a modal window. This modal can be closed by pressing the Escape key or activating the close button.Close Modal DialogThis is a modal window. This modal can be closed by pressing the Escape key or activating the close button.PlayMuteCurrent Time 0:00/Duration 0:00Loaded: 0%Stream Type LIVESeek to live, currently playing liveLIVERemaining Time -0:00 Playback Rate1xFullscreenPrestige property with Elizabeth Tilley09:10 They were unsure about the benefit of increasing their bid at a public auction. This is a common question. I asked them if they saw value above the current offer, to which they said they did, but were again reluctant to increase the bid. HESITATE AND YOU’LL MISS OUT IN THESE SUBURBS RECORD BREAKING MEGA PENTHOUSE I further explained to them that an auction was the only forum where a buyer could not only see their competition, but they had a right of reply, even if the owner was prepared to accept the other buyers offer eg. they could bid again.The buyers related to the benefit of seeing their competition, so they were prepared to increase the price to $4 million. For this they were rewarded with the owner putting the home on the market and then the purchase of a truly remarkable home.
Ashtead Technology and 4Subsea have sealed a partnership for global distribution of sensor technology to the oil and gas industry.4Subsea said on Wednesday that it would make its autonomous, retrofittable sensors available to the global oil and gas industry via Ashtead Technology.Additionally, 4Subsea will explore utilizing Ashtead’s acoustic sensors for further developing its services offering to the market.The company added that Ashtead would further enhance its inspection, maintenance, and repair services by adding 4Subsea’s sensors to its portfolio and gaining access to 4Subsea’s domain experts within subsea production, well intervention, and drilling.According to 4Subsea, the pact will strengthen the company’s position in the global sensor market with hardware and digital services delivery through Ashtead’s extensive sales and distribution network including facilities in Aberdeen, Abu Dhabi, Halifax, Houston, and Singapore.Peter Jenkins, CEO of 4Subsea, said: “Ultimately we believe this partnership will support operators in reducing both risk and costs associated with operating subsea fields.”Allan Pirie, CEO of Ashtead Technology, added: “Adding 4Subsea’s autonomous sensor technology and services to our existing capabilities means we can now offer a comprehensive monitoring and integrity management service to support the performance and life extension of critical infrastructure.”It is also worth noting that 4Subsea delivers digital twins both for subsea production and well intervention and drilling. Under the partnership with Ashtead Technology, such digital twins will be made available to a wider market.
ROSWELL, Ga. – Genesis Racing Shocks reaches another IMCA landmark in 2018, its 10th season of sponsorship.Drivers in the IMCA Modified, IMCA Late Model, Karl Chevrolet Northern SportMod and Smiley’s Racing Products Southern SportMod divisions earn product certificates from the Roswell, Ga., company.“Genesis Shocks has found the consistency of IMCA leadership and the consistency of IMCA rules to be a pleasure to deal with,” said Mike Lutz. “We always know where we stand and hence we can concentrate on making the finest product available to the members.”Top eligible drivers in each of the five Modified regions and in national Late Model, Northern SportMod and Southern SportMod standings receive $350 product certificates.Certificates worth $250 go to the runner-up and for $150 to each third-place finisher in each Modified region and national Late Model, Northern SportMod and Southern SportMod standings.Drivers in all four divisions are required to compete with four Genesis-manufactured shocks, display two Genesis decals on their race car and return a signup form to the IMCA home office by Aug. 1 to be eligible.Genesis awards will be presented during the IMCA national banquet in November or mailed beginning the following week from the IMCA home office.Information about Genesis shocks and dealer network is available at the www.genesisshocks.com website. Information is also posted on Facebook and available by calling 678 659-9454.“It is hard to believe it has been a full decade since we entered into our current partnership with Genesis,” IMCA Marketing Director Kevin Yoder said, “but during that time we’ve seen the interest and use of Genesis shocks continue to rise each racing season.”
VINTON, Iowa – The deadline requiring GM 602 crate engines used in sanctioned competition to have mandatory IMCA seals has been extended to Jan. 1, 2019.IMCA rules for 2013-2015 had stated all GM 602s must have IMCA seals after Jan. 1, 2016. The rule will be amended with the release of the 2016 IMCA divisional rules on November. The amended rule will require that any GM 602 crate engine with a GM production date after Jan. 1, 2016 must have the IMCA cable seals.“We will allow GM 602 crate engines with a production date prior to Jan.1, 2016 to not have IMCA cable seals,” said IMCA President Brett Root. “The GM production tag on the side of the engine block is key. When we made the original announcement we thought a three-year period was appropriate. These engines are lasting longer than that, which is a good problem for IMCA racers to have.”“The prior IMCA rule and wording failed in two ways,” added Root. “We failed to attach the GM production tag to the IMCA seals three years ago and we underestimated just how long some of these GM 602 crate engines are lasting and staying in circulation.”“The amendment is a better plan and better approach based on what we know and it doesn’t force a racer who currently owns a GM 602 with authentic GM seals and no IMCA seals to do anything or spend any money to comply,” he concluded.The 602 is legal for use in the IMCA Sunoco Hobby Stock, Karl Chevrolet Northern SportMod and Scoggin-Dickey Parts Center Southern SportMod divisions.“The best thing we can do is extend the deadline. We don’t want to force drivers with legal GM 602 engines to have to buy new ones,” Root said. “By January 1 of 2019, it will have been six years that we’ve promoted the double seal system. IMCA members would have ample time to comply by then.”
Batesville, IN—In a time full of uncertainty and sadness, it is important to take the opportunity to celebrate successes. Monday, Margaret Mary Health released one of its first clinically diagnosed COVID-19 patients from the inpatient unit. After a lengthy battle, including time spent on a ventilator, the patient is doing well and moving towards recovery at home. “It has been such an emotionally trying time for our team members, especially our inpatient nursing staff and providers. Helping a patient pull through and watching them be able to leave our hospital on their way to recovery provides so much reassurance and comfort for our team after several hard weeks,” noted Tim Putnam, President and CEO of Margaret Mary Health. “This was a big win for Margaret Mary and our community. It has helped restore positive energy and hope to the weary as we continue to battle this pandemic.”If you are experiencing symptoms and need guidance on when to seek medical care, please call the MMH COVID-19 Hotline at 812.933.5556.