“Few buyers truly know where retail rents are today in the neighborhood, and much fewer can intelligently hypothesize where they are headed,” Aurora Capital Associates’s Jared Epstein told Crain’s, adding that his firm might submit a bid for the offering. Taconic Investment Partners also expressed interest in a potential bid.The 256,000-square-foot development still has about 11,000 square feet of vacant retail space, following the 12,000-square-foot Nusr-Et lease. Meanwhile, the project’s office space is nearly fully leased at above-market-average rents, including a deal for $200 per square foot on a penthouse floor.Longtime property owner Meilman Family Real Estate owns the ground underneath the buildings. The Meilmans originally teamed up with Highgate to build a hotel on the site.As the Meatpacking District began to show signs of evolving from a tourist destination to an office market, Rockpoint took over the leasehold in 2014, signing a 99-year deal with the Meilmans. Construction was completed in 2018.The project consists of a new office building at 412 West 15th Street, a two-story retail building at 436 West 15th Street and a renovated office and retail building at 413 West 14th Street. [Crain’s] — Kevin Sun This content is for subscribers only.Subscribe Now Nusret Gökçe (aka Salt Bae), 413-421 West 14th Street (foreground) and 412 West 15th Street (Credit: Getty Images, iStock)An office-and-retail development in the Meatpacking District is back on the market — and this time, it’s freshly packed with meat.Rockpoint Group and Highgate Hotels are once again looking to sell their office development in the Meatpacking District, according to Crain’s. The developers told the publication that the property has inked a brand new retail lease for Turkish restaurateur Nusret “Salt Bae” Gökçe’s Nusr-Et steakhouse.The partners are seeking $275 million for the leasehold interest on the three buildings at 412 West 15th Street and 413-421 West 14th Street. When the properties first hit the market in 2018, the asking price was $350 million.Cushman & Wakefield’s Adam Spies, Doug Harmon, Kevin Donner, Adam Doneger and Josh King are marketing the leasehold.ADVERTISEMENTThe new price comes out to $1,074 per square foot. In addition to an overall decline in commercial real estate prices, uncertainty around the building’s retail space is another factor contributing to the reduction.Read moreAurora pitches free rides for Meatpacking shoppersBarry Sternlicht’s Starwood Capital coming to Meatpacking
Small community hospitals constitute a significant portion of the US healthcare system. In 2015, nearly three quarters of US hospitals had fewer than 200 beds. Every day, in rural and urban areas across the country, these facilities play a critical role in caring for millions of Americans.And while data are limited on antibiotic use in these facilities, recent studies suggest that antibiotic usage in small community hospitals is not much different than it is at larger facilities. In addition, rates of drug-resistance appear to be similar as well. In short, overuse of antibiotics and emerging resistance is just as much an issue at small community hospitals as it is at large academic medical centers.These are some of the reasons why the Joint Commission, the body that accredits nearly 21,000 US healthcare organizations, and the Centers for Medicare and Medicaid Services are now requiring that small community hospitals, like their larger counterparts, have antibiotic stewardship programs (ASPs) in place to promote judicious use of antibiotics and slow the spread of drug-resistant organisms.But if antibiotic stewardship is just as important at small community hospitals, it’s also more difficult to implement. In a 2015 survey, fewer than half of the hospitals with fewer than 200 beds met all of the Centers for Disease Control and Prevention’s (CDC’s) seven core elements of antibiotic stewardship, and only 31% of critical access hospitals (rural hospitals with fewer than 25 beds) had an ASP that met all the core elements.It boils down to a lack of resources, according to a new paper in Clinical Infectious Diseases. Lack of ID, stewardship expertiseAs the review explains, one of the significant stewardship barriers facing small community hospitals is that they often lack infectious disease (ID) physicians and pharmacists, considered a critical part of any ASP. Although guidelines from the Infectious Diseases Society of America and the Society for Healthcare Epidemiology of America recommend ASPs be led by ID physicians with advanced stewardship training, previous surveys of small hospitals have found that only slightly more than half even have access to ID specialists. While this makes developing and maintaining stewardship program harder, it’s not impossible, the study’s lead author, Edward Stenehjem, MD, MSc, told CIDRAP News. “We’ve seen examples across the country of small critical access hospitals that have no ID support that develop strong robust, stewardship programs,” Stenehjem said. “So I think you can do it, but it definitely takes dedicated time and resources to be able to feel comfortable with guiding diagnosis and therapy in these patients.”Stenehjem is an infectious disease expert at Intermountain Medical Center in Utah, part of Intermountain Healthcare, a not-for-profit health system that includes 16 small community hospitals. Intermountain is one of four community hospital systems reviewed in the paper, along with Kaiser Permanente Southern California, Colorado Hospital Association, and Hospital Corporation of America.At Intermountain Healthcare, one of the solutions to the lack of in-house ID expertise has been to develop an ID and antibiotic stewardship “telehealth” program, in which an ID physician and ID pharmacist at the system’s central hospital in Salt Lake City provide data, mentorship, and consultation remotely via a toll-free call line.Stenehjem believes this model, just one example of how hospitals can share or pool ID resources, could be replicable, especially for small hospitals that are part of a larger network of hospitals. “We feel that the model we’re developing and showcasing could very well be generalizable to other hospitals and systems,” he said.”The telehealth example…is very innovative, and really takes this model of collaboration and resource pooling for stewardship to the next level and makes it a lot more accessible and feasible,” said David Hyun, MD, a co-author of the study and a senior officer with the Pew Charitable Trusts’ antibiotic resistance project.But not all small community hospitals are part of larger health networks. For those hospitals, the review recommends using commercial telehealth support, and taking advantage of antibiotic stewardship training and assistance being offered by state health departments and hospital associations.Limited staff, limited timeThere are other challenges for small hospitals trying to establish ASPs. Measuring antibiotic usage and identifying areas in which antibiotic prescribing needs improvement, for example, requires a degree of expertise and information technology infrastructure that many small hospitals lack—especially if they aren’t part of a larger network.In addition, while starting an ASP at a small hospital may not necessarily require hiring additional staff, it does require carving out time for physicians, pharmacists, and nurses to focus on stewardship activities, in a way that doesn’t make them feel like they’re being overburdened.”You don’t have an excess amount of staffing in small hospitals; you’re limited in many case to one full-time pharmacist, a handful of physicians, and mid-levels,” Stenehjem said. The question is, “Can the administration designate time…and provide people with resources to get them educated on stewardship?”One answer suggested by Stenehjem and his co-authors is to integrate an ASP into already existing hospital committees, like pharmacy and therapeutics or infection control. Embedding stewardship duties into ongoing efforts to improve quality, Stenehjem suggests, can avoid the sense that hospital administrators are just adding more responsibilities onto staff members’ plates.Hyun and Stenehjem believe all the barriers listed are equally important. “They all share a common theme, because it essentially comes down to resource limitation,” Hyun said, and limited ID and stewardship expertise, limited staff time, and limited data analysis capacity all affect a small hospital’s ability to develop and maintain a stewardship program.Involving other stakeholdersBut Hyun is hopeful that this paper, which emerged from the experiences shared at a meeting Pew and the CDC held with representatives of small hospitals, is just the first step in a more concerted effort to come up with ways to help small hospitals implement stewardship programs.”There are a lot of different stakeholders who can play a role in helping hospital systems, or individual small hospitals, to achieve stewardship programs,” Hyun said. These stakeholders include hospital associations, state and regional health agencies, and medical organizations. Hyun said Pew and the CDC recently met with the American Hospital Association to focus specifically on ways to implement stewardship programs in critical access hospitals.Stenehjem is hopeful, too, that getting the ID community and other stakeholders involved will help small hospitals overcome the stewardship challenges they face. But he acknowledges that it will be an uphill climb.”I think we’re getting traction, we’re getting movement, but it certainly will take a while,” he said. “There are lots of small hospitals that need to develop these programs and maintain them.”See also:May 2 Clin Infect Dis article
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Layanan angkutan kereta barang mulai kembali berjalan dari Inggris menuju Tiongkok. Dilansir dari metro.co.uk (10/4/2017) layanan angkutan barang ini berjarak 7.500 mil (12.000 km) jauhnya dari Standford-le-Hope, Essex. Kereta angkutan barang ini akan menghidupkan kembali ‘Jalur Sutera Kuno’ yang pernah ada 2.000 tahun lalu. Layanan kereta ini akan memulai perjalanannya Senin (10/4/2017) dan berangkat dari DP World London Gateway pukul 10.35.Kereta angkutan barang akan menggunakan lokomotif DB Cargo dengan mengangkut 30 kontainer yang berisikan barang-barang produksi Inggris seperti Wiski, minuman ringan, vitamin, obat-obataan dan produk-produk bayi yang akan di ekspor. Nantinya perjalanan kereta layanan angkut barang akan melewati Terowongan Channel ke Perancis dan Belgia, kemudian menuju Duisburg. Melanjutkan ke Jerman dan sebelum sampai di InterRail akan mengangkut kargo dengan melalui Polandia, Balarus, Rusia, Khazahktan dan kemudian di perhentian terakhir Yiwu, Tiongkok Selatan pada 27 April mendatang.metro.co.ukPerjalanan kereta angkutan ini memakan waktu kurang lebih 18 hari dari Inggris untuk sampai ke Tiongkok. Tak hanya itu, angkutan barang dengan kereta lebih murah dibandingkan dengan angkutan udara dan lebih cepat dari angkutan laut. Kepala eksekutif DP Wolrd Sultan Ahmed Bin Sulayem mengatakan, layanan pengiriman pertama dari Inggris menuju Tiongkok ini adalah kesempatan perdagangan yang signifikan. Menurutnya, DP World London Gateway adalah salah satu pusat logistik terbesar di Inggris yang dirancang dan dikembangkan untuk memastikan produk bisa di impor dan di ekspor dari Inggris melalui kapal atau kereta api dengan cara yang lebih cepat, aman dan lebih dapat diandalkan daripada sebelumnya.“Kami berharap untuk memungkinkan dan memfasilitasi perdagangan lebih antara Inggris, Cina dan seluruh dunia,” ujarnya.Selain itu, Menteri Perdagangan Inggris Greg Hands juga mengatakan, “Ini adalah jaringan perdagangan terbaru antara Inggris dengan Tiongkok melalui Jalur Sutera Kuno untuk membawa produk dari Inggris untuk dijual ke seluruh dunia. Meski waktu tempuh mencapai 18 hari, namun dari sisi pembiayaan masih jah lebih murah ketimbang mengekspor barang dengan menggunakan pesawat. Di sisi lain, mengantar barang menggunakan kapal memang murah, namun memakan waktu yang malah jauh lebih lama lagi. Penggunaan kereta barang, menurut mereka, adalah sebuah kompromi yang terbaik.Inggris adalah negara Eropa kedelapan yang menjadi tujuan kereta barang Cina, sedangkan London adalah kota tujuan kedua belas. Ini salah satu realisasi strategi ekonomi “Satu Sabuk, Satu Jalan” yang digagas Presiden Cina Xi Jinping sejak 2013. Tujuannya menghubungkan Asia dan Eropa serta Afrika melalui Jalur Sutra yang lama.Share this:Click to share on Twitter (Opens in new window)Click to share on Facebook (Opens in new window)Like this:Like Loading… RelatedDari London, Kereta Kargo East Wind Sampai di Yiwu Setelah 19 Hari!23/05/2017In “Featured”Nippon Express Canangkan Pengiriman Barang dengan Kereta dari Cina Menuju Eropa15/10/2018In “Darat”Bangkitnya Jalur Sutra Modern Dari Cina ke Daratan Eropa02/06/2017In “Darat”
Audio Playerhttp://secureservercdn.net/220.127.116.11/396.56a.myftpupload.com/wp-content/uploads/2016/09/Winner-Audio.mp300:0000:0000:00Use Up/Down Arrow keys to increase or decrease volume.Congratulations to Kathryn Dwyer who is our winner of the trip for two to London England this Fall! Thanks to everyone who entered to win online! Check back soon for more contests from The River.
While most of IT spending growth are relatively flat, Gartner predicts that over the next four years that spending on cloud computing will more than double. So it’s a bit surprising to see that there’s another IT market segment that is easily keeping pace with cloud computing: the Service Oriented Architecture (SOA) market.A survey by research firm Companies and Markets found that last year the SOA market grew at a rate of 38 percent, now topping $5.5 billion, up from around $4 billion in 2010. The SOA market is expected to continue to grow at a rate of 11.5 percent over each of the next couple of years.Actually, much of the growth in the SOA market can be attributed to cloud computing. SOA frameworks are being deployed into the cloud to provide a base for the cloud infrastructure and SOA is also being used as middleware for connecting applications in data centers. SOA has enabled businesses to build more flexible system. It also increasingly being used as the backbone for mobile applications and marketing analytics.The report found that IBM is the lead vendor in the SOA market, particularly aided by sales of IBM WebSphere.
Another Inflection PointOf all the market transitions hitting the developed world retail industry these days, perhaps the one that will require the greatest industry change – and have the most defining competitive impact – will be the redefinition of product.For a handful of industry leaders, it’s a key component of today’s competitive strategy.For most others – consumed, as they are, by omni-channel integration and digital strategies and mountains of data – it seems to be a bridge too far.At the heart of this issue is an all-too-familiar reality: physical products – at nearly all price points and in nearly all segments – have been commoditized.It’s happened for several reasons. Private label goods offer equal performance at lesser price. Global sourcing enables the immediate copying and delivery (at volume) of hot trends. The internet brings a searing transparency of price and specifications. The quality gaps between good, better and best have been slimmed, even erased.And whether or not multiple retailers have the same brand and SKU, many have the same category . . . and dozens have the same look.The results of this commoditization are seen in average selling prices. In regular-price sell-through percentages. In the depth of markdowns it takes to clear. SKU delivery and subscription services – of everything that’s needed regularly, from milk to diapers to the moss control and bark chips I order every March;SKU usage education – seminars, lessons, even tours on topics ranging from fashion advice to consumer electronics to food;Health and family wellness services – and not only for pharmacies, but for grocery and mass merchandising;So-called “federated” services with other brands – not only your winter-in-Florida outfit, but your flight, resort hotel and starred-restaurant reservations;Home management services – ranging from care to repair.Some services will be a means of locking in user loyalty. Others will create new revenue streams.And it will be through this value-added approach to retailing that brands will survive and ultimately thrive.It’s no surprise that Amazon has already figured this out. Case in point: Amazon Prime. This is a stunning success.In 2013, Prime’s renewal rate was a remarkable 82%.1 In the fourth quarter of 2014, Prime had 40 million US members. A report released in January by Consumer Intelligence Research Partners found that Prime members spend, on average, $1,500 on Amazon, compared to $625 per year for non-members. Prime members also shop 50% more frequently than non-members.2How does Amazon Prime bind shoppers to its brand so effectively? At the heart are the services that bind shoppers to the brand. The best example I know is their automatic deliveries of diapers in the right size as a baby grows. Think of it. No more late-night runs to the store. A retailer can no longer merchandise his or her way through today’s competitive battles.That is, with increasingly commoditized physical SKUs.But there is an alternative: the rise of services in retail and the services-led redefinition of product.As we look ahead, the operative definition of product will be a curated assortment of goods and services.Using data-driven unique insights into customer behavior, merchants will create value through: And read that again: no late-night runs to the store.Brilliant.OK, so what does this mean to the technology community? Why should the digerati care?First of all, this service creation thing is not going to be easy. Shaping the offer is not going to be easy. Monetizing is not going to be easy.It’s going to require deep, unique, tested insight into shopper behavior. Into your brand’s cohorts and personas. Into finding the leading indicators of need and demand.At the foundation of this is Big Data. And moving well beyond Big Data. Into the data analysis worlds inhabited by the leaders.Second of all, the delivery of the content that will enable the delivery of services will not be easy. This is going to be about enterprise architecture and data architecture and APIs that open data to the outside world and APIs that are accessed to bring the outside world inside.And third of all, the staffing and training and delivering services will not be easy. Those who deliver services – and this will be a people business – will be on the go. Not tethered to an aisle or a department or a check stand.The business processes of delivery will no doubt need a highly advanced level of mobile access to information and ease of use.The redefinition of product? Quite honestly, it’s a redefinition of retail.Get ready. It’s coming. 1 Forbes, 2014, Kantar Research 2014.2 Consumer Intelligence Research Partners, January 2015.*Other Names and brands may be claimed as the property of others.
Unlike on the last three mornings of the Test match, on Friday there was unusually hectic activity on the Marine Drive, connecting the ‘D’ Road on which the Wankhede Stadium is located, barely 15 metres away from the junction.People looked anxious, even worried, as they looked around for tickets to get inside the venue with the hope to watch Sachin Tendulkar complete his 100th international century and make history.”Us gali mein jaao, sab milega (go to that lane, you’ll get everything),” a person was seen telling another person who was looking for tickets, just outside the main stadium gate. Officials claimed that all tickets for the fourth day of the third Test against the West Indies were sold out, but tickets were reportedly being sold in black.Just a little farther from the Wankhede, on the PM Shukla Marg-Marine Drive junction, MMK College (Bandra) students had put up a special billboard, calling for a ‘signature campaign’ for Tendulkar.The impromptu billboard had two giant photos of Sachin Ramesh Tendulkar (SRT) and the words ‘Young India Salutes You SRT’ on it.Millions of his fans around the world would have tuned in to either their television/radio sets or online streaming to be ‘part’ of the history that seemed imminent – Tendulkar required 33 more runs to become the first ever batsman to score the magical feat.Those who came late ran to their seats, eager that they don’t miss Tendulkar scoring the magic 100th run. But all of them were shocked to watch the maestro, at 94, slash at a rising ball from speedster Ravi Rampaul into the safe hands of captain Darren Sammy at the second slip. Suddenly, the packed and noisy stadium fell silent. All the anticipation and expectations came to nought as the maestro began the slow and long walk back to the dressing room.advertisementIt took some time for the spectators to accept the reality – that Tendulkar had indeed failed to get to his 52nd Test century; he has 48 tons in ODIs. He has now gone 16 innings, or eight months and 13 days – in both Tests and ODIs – without a century, though he had come close to it on a few occasions after scoring his 99th ton, against South Africa during the World Cup on March 12.And when normalcy returned to the Wankhede Stadium, people were quick to pronounce a variety of reasons as to why the 38-year-old righthanded batsman failed to score six more runs.While some felt he was too anxious to get to the mark, others insisted that he had become habitual of playing the uppish shot over the slips due to excess ODI cricket.There were others who said that Tendulkar would like to score the much-anticipated century of his 22-year international career in the five-match One-day International series against the Caribbean team, starting on November 29 in Cuttack. As it turned out, Tendulkar has been rested for the first three ODIs.
July 14, 2018 King Tides prompt Coastal Flood Advisory for San Diego beaches SAN DIEGO (KUSI) — The highest tides are forecast Saturday evening for the Orange and San Diego county coastlines, the National Weather Service said.So-called King Tides resulted in coastal flooding since Wednesday night when water breached a seawall on Balboa Peninsula causing street flooding.The National Weather Service in San Diego issued a Coastal Flood Advisory through 11 p.m. for areas susceptible to flooding during high tides, including Seal Beach, Sunset Beach, Newport Beach, Balboa, Oceanside Beach and Imperial Beach.The high tide at Newport Beach was forecast to hit 6.7 feet at 10:50 p.m. The tides were expected to hit 6.7 feet at 10:45 p.m. in La Jolla.“Low lying roads or parking lots near the water’s edge may experience minor tidal overflow during the highest tide cycles,” the NWS advisory reads. “Minor flooding of roads occurred Wednesday evening in Newport Beach between 26th and 38th streets.”“A Coastal Flood Advisory indicates onshore winds and/or tides will generate flooding of low areas along the shore, “the NWS said.“King Tide is a non-scientific term people often use to describe exceptionally high tides.,” the National Oceanic and Atmospheric Administration said. “Tides are long-period waves that roll around the planet as the ocean is ‘pulled’ back and forth by the gravitational pull of the moon and the sun as these bodies interact with the Earth in their monthly and yearly orbits. Higher than normal tides typically occur during a new or full moon and when the Moon is at its perigee, or during specific seasons around the country.” Posted: July 14, 2018 KUSI Newsroom Categories: Local San Diego News FacebookTwitter KUSI Newsroom,