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Rowhouse renovated with style

Written By Unknown on Sabtu, 16 Agustus 2014 | 20.25

This stylish duplex in the South End was completely renovated into a sunny condo in 2010 and the owners have added built-ins and other amenities in the past four years.

Unit 2 at 77 Rutland St., one of three condos in the 1900-built rowhouse, occupies the first and second floors and has new windows, systems and roof.

From the outside, the building looks like a traditional rowhouse with a brick exterior, carved wood entryway and projecting bay and ornamental wrought-iron railings.

But the first-floor interior of the unit has an open floor plan, with a front-to-back dining/living and kitchen area with new red oak floors, custom crown molding and 9-foot-9 ceilings with recessed lighting. The dining area has two large windows, and the owners recently added paneled wainscoting with a deep closet running behind the wall. The living area has a gas fireplace with a carved wood mantel with new built-ins added on either side.

The kitchen has 20 cabinets, including several that are pantry sized, and beige granite countertops with newly added glass mosaic tile backsplash. A bi-level granite island with new pendant lamps overhead seats four. High-end stainless-steel appliances include a Sub Zero refrigerator, a Viking gas stove and wine cooler and a Bosch dishwasher. Off the back of the kitchen is a glass door leading out to a private deck with a gas line to an outdoor grill.

Off to the side of the kitchen is a half-bathroom with a small white marble tile floor.

A turning oak staircase leads to two bedrooms on the second floor off an oak hallway with a closet holding a stacked Bosch washer/dryer.

The front-facing master bedroom suite has three large windows, including a three-part bay window with a window seat. The room has 9-foot 7-inch ceilings with recessed lighting, oak floors and a built-in bookcase. There's a large walk-in closet with built-in storage. The en-suite master bathroom has a white Carrara marble floor and vanity top, as well as a marble surround for a deep soaking tub and a glass walk-in shower with rainhead and handheld fixtures.

The rear-facing second bedroom also has oak floors and an en-suite bathroom with a beige marble tile floor and surround for a tub/shower. There's also a granite-topped vanity.

This unit has central air conditioning but does not come with a parking space, so owners will have to park on the street with residential permit or rent a garage space nearby.


20.25 | 0 komentar | Read More

MCCA plays up $1.1M temporary Lawn on D

The Massachusetts Convention Center Authority spent $1.1 million to build a lush open space in the Seaport District to host concerts, artwork and lawn games, but it will be usable for no more than two years before the acres of newly laid sod and rows of fencing are ripped up to make way for an expanded convention center.

James E. Rooney, head of the MCCA justified the expense of creating the new, 2.7-acre open space, dubbed The Lawn on D, as a working experiment that will help fine-tune plans for a permanent green space farther up the block where there are currently state transportation department buildings.

"The idea in our research on great open spaces is that most of it has been redesigned two or three times before it achieves greatness," Rooney said. "And there is a lot of money in building open space and then rebuilding it, and then rebuilding it again. Our idea is to make this part of the design process, experiment with it, figure out what we did wrong, program it, figure out what worked and didn't work. Then build it once."

Rooney acknowledged that much of the area that has been spruced up — a once rock- and gravel-covered field now wired with electricity and Wi-Fi, hooked up with water and landscaped with trees and grass — will be torn up in 18 months to two years as the Boston Convention & Exhibition Center gets a $1 billion, 1.3 million-square-foot add-on.

"It's not all throw-away. Some of it we will be able to reuse," said Rooney, who noted that the event space, when not in use by conventioneers, will be open to the public to play bocce and ping-pong, and enjoy live music and interactive art. "We wanted to create a sense of space in the South Boston waterfront. ... Think of it as a college quad, that you just go out and just hang out with your friends, with Wi-Fi."

The MCCA said in May it was paying HR&A Advisors $200,000 for the concept and the design, and Chris Wangro, another New York consultant, $50,000 to develop programming for the space.

It is also a walkable connection to and from the Convention Center, D Street and the Aloft and Element hotels, as required under an agreement the MCCA has with their developers.

Mayor Martin J. Walsh called the lawn "really a great way of showcasing our city."

"It gives the neighborhood a sense of pride," Walsh said. "Having The Lawn on D is another way to make our city more innovative."


20.25 | 0 komentar | Read More

B.R.A. vows no more secrets

The BRA's acting director hopes a new policy requiring the agency to hold public meetings and a 10-day open comment session before giving away any city-owned land will help restore some of the credibility it lost in the backlash over last fall's secret dealings that gave the Red Sox rights to use Yawkey Way forever.

"The public should have had an opportunity to scrutinize the deal and comment on it before it was presented to the board for action," Boston Redevelopment Authority chief Brian Golden told the Herald yesterday. "That is what this policy does. If we are going to convey an interest in public land, there must be a public process. … We think it is absolutely essential to the long-term credibility of our agency and the legitimacy of our decisions. That's what really hangs in the balance."

Golden said a new edict adopted Thursday by the BRA board will greatly increase transparency and prevent what happened in September, when the agency kept the public in the dark on the terms of its deal with the Red Sox up until just before the board's vote on the 
$7.3 million pact. No public forum was ever held.

The board also approved a disclosure policy that requires developers to divulge the names of all investors — to "1/10th of one percent" — involved in their projects. Another measure will require developers seeking "Public Development Area" designations, which allows them to skirt zoning regulations, to provide community benefits.

"They appear to be trying to institute policies where there weren't any," Matt Cahill, head of the Boston Finance Commission, a watchdog agency, said of the new policies. "That is a step in the right direction."

Golden served as secretary and executive director of the BRA at the time of the Yawkey Way deal but said he — and most other BRA staff — was cut out of the Sox negotiations because they were handled exclusively by then-BRA chief Peter Meade and chief of staff Jim Tierney.

Tapped by Mayor Martin J. Walsh to lead the BRA and carry out his mission of creating greater transparency and accountability at the agency, Golden has publicly criticized the sale that gave the Sox permanent rights to close Yawkey Way on game days and concert dates for as long as the team plays at Fenway Park, calling it a "bad deal" for taxpayers. The contract also gave the Sox the air rights below its pricey Green Monster seats on Lansdowne Street.

On the disclosure policy, Golden said citizens have a right to know the investors in projects in their neighborhoods, and the agency needs to know as well to prevent conflicts of interest among its staff and board members. Failure to comply could result in the agency rescinding its approval of a project, said Enrico Lopez, the BRA's policy director who drafted the three policies.


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Boston online retailer Wayfair files for public offering

Boston-based online home goods retailer Wayfair filed paperwork for its initial public offering yesterday, a long-awaited move for a company that has seen more than $1 billion in sales during the past 12 months.

According to the paperwork filed with the Securities and Exchange Commission, Wayfair is hoping to raise up to $350 million in its IPO.

Wayfair sells furniture and other home goods, and said it took in $574.1 million in the first half of the year. Still, Wayfair took a $51.4 million loss, largely because of sales and marketing expenses.

William Preston, a research analyst at Renaissance Capital, said e-commerce companies have done well with their IPOs recently.

"We've seen pretty good success in e-commerce this year," he said.

Founded in 2002, Wayfair will likely be the first U.S. e-commerce company to go public this year. Other e-commerce offerings this year have been from foreign companies.

Preston said one of Wayfair's biggest challenges will be proving to investors it can coexist alongside Amazon, the established king of e-commerce.

Wayfair has raised $363 million in venture funding, but co-founders Niraj Shah and Steve Conine each still own 28.9 percent of the company.

Wayfair said in the filing it will trade under the symbol "W" on the New York Stock Exchange.

A spokeswoman for Wayfair declined to comment.


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Mercedes S550 worth its high price

When the 2014 Mercedes-Benz S550 4matic sedan was delivered for testing, my first thought was, why would anyone spend $128,000 on a car? After a few days behind the wheel, I now wish I had $128,000 to buy this car.

Opulence, elegance, style, superb engineering and tech goodies are hallmarks of this flagship four-door.

A 4.6-liter V-8 biturbo engine produces a prodigious 449 horsepower and easily pushes this full-sized and heavy all-wheel-drive. Select your driving mode and the car will adjust the suspension and shift points to maximize your driving pleasure. From gas-sipping ECO to quick-reacting Sport, the S550 has it all for your driving pleasure. And it's a pleasure to motor about in this car.

The cabin is adorned with full-grain, supple, perforated leather seats that can be heated or cooled. The driver's seat features a massage mode along with multiple adjustable settings. Tech features run the gamut from navigation to the extraordinary Distronic Plus with steering assist that will make hands-free steering lane adjustments in cruise control.

Active Blind Spot assist, night-vision cameras and a pedestrian-recognition back up camera are just some of the long list of equipment available. Our tester came with the optional $6,400 Burmester surround sound system that absolutely fills the interior with symphony hall quality audio. Even AM news sounded special. The interface could have been a tad more user-friendly, but after a day or two it was mastered.

But as expected, it's the marvelous fit and finish that make a Mercedes so attractive. The polished wood-grain inlay and leather-trimmed door panels, the velvety head and pillar liners and the pillowed rear seat headrests all caress you in luxury. Add the reclining rear seats, separate rear climate control and sun roof and you see why you may have to get a driver to chauffeur you about. And it has a built-in air freshening system — just pick your fragrance.

The exterior remains simple and elegant. The five-louvered grille has only the radar panel embedded, the famed hood ornament is back on the nose and the LED lights wrap around the fender flares. The simple lines still imbue class yet have single creases along the hood that draw your eye toward the slightly upturned trunk. Despite its length and width, the car maneuvers easily and parking assist helps swing the four-door into tight spots.

The car handles like a dream for a full-sized cruiser. The seven-speed automatic shifts seamlessly and the 19 miles per gallon in the city and 26 on the highway won't have you pulling into the gas station at every exit. Step onto the accelerator and the Benz responds with aplomb. The car almost feels like it pulls itself closer to the ground, drops down a couple of gears and just rockets forward without making a fuss of it or snapping your head backward. It may not have the explosiveness of a pure sports car, but there's an effortless muscular engine under the hood.

In the ultra luxury class, only a few cars demand your attention. The Jaguar XJL, Bentley, Rolls-Royce and maybe the Lexus LS among them. But having­ tested the Jag and the Lexus­, I think the S-Class easily outduels them.


20.25 | 0 komentar | Read More

Chuck Todd taking over NBC's 'Meet the Press'

Written By Unknown on Jumat, 15 Agustus 2014 | 20.25

NEW YORK — Embattled "Meet the Press" moderator David Gregory is leaving NBC News and Chuck Todd will replace him on the venerable Sunday morning public affairs program, NBC said Thursday.

Todd begins his new role on Sept. 7. He remains as NBC News' political director, but will relinquish his duties as Chief White House correspondent and anchor of MSNBC's "The Daily Rundown." He has been a frequent guest on "Meet the Press" as a political analyst.

The 42-year-old Todd came to NBC in 2007 after working for National Journal's "The Hotline," where he was editor-in-chief.

He becomes only the 11th permanent host of "Meet the Press," which premiered in 1947 and bills itself as "the world's longest-running television program."

Gregory had been moderator since 2008. Before that, he was NBC's Chief White House Correspondent for the eight years of George W. Bush's presidency. He had been with NBC News since 1995.

The announcement by NBC News president Deborah Turness ended months of speculation that Gregory's time was running out on the program, which during his tenure has fallen from first to third place, ranking behind CBS' "Face the Nation" and ABC's "This Week."

Its ratings erosion felt even more pronounced since Gregory had followed the late Tim Russert, a popular, larger-than-life figure who became almost as much an institution as the program over which he presided for 16 years. He was its longest-serving moderator until his sudden death in June 2008. Under Russert, the show was by far the dominant program in its category.

"I'm not Tim," Gregory told viewers when his "Meet the Press" appointment was declared. "But I can just work real hard to make him proud."

In February 2013, the network signed Gregory to a new contract it described as "a long-term commitment."

But one published report in recent months stated that Gregory would be replaced after the midterm elections. And a story published in April by The Washington Post said that NBC commissioned a "psychological consultant" to interview Gregory's wife and friends. NBC responded that it had simply worked with a brand consultant probing perceptions of Gregory's strengths and weaknesses to develop a marketing campaign.

At the time, Turness was moved to defend Gregory with a memo to the "Meet the Press" staff expressing support "for the show and for David, now and into the future...."

In Thursday's memo, Turness offered her "sincerest thanks" to Gregory, while declaring that Todd "will ensure that 'Meet the Press' is the beating heart of politics, the place where newsmakers come to make news, where the agenda is set."

This official word followed by a couple of hours a Twitter post by Gregory himself that he was departing: "I leave NBC as I came — humbled and grateful," he said.

NBC News correspondent Andrea Mitchell will serve as moderator this weekend, Turness said in her statement, adding that Mitchell will "continue to be a central figure of the broadcast, along with some new names that we will announce in the coming days."

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EDITOR'S NOTE — Frazier Moore is a national television columnist for The Associated Press. He can be reached at fmoore@ap.org and at http://www.twitter.com/tvfrazier. Past stories are available at http://bigstory.ap.org/content/frazier-moore

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Online:

http://www.nbcnews.com


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David Gregory wasn't the real problem with NBC's 'Meet the Press'

To the surprise of no one, Chuck Todd was tapped Thursday to replace David Gregory in the anchor chair at NBC's struggling "Meet the Press." Rumors of his demise had been rampant for so long that his removal was a foregone conclusion.

Even Gregory's harshest critics should have some sympathy for the guy. He had some bumps in the road but for the most part proved himself just as tough an interviewer as his peerless predecessor, Tim Russert. Perhaps Russert was really the problem here: When a legend casts a shadow that long, no one underneath it really has a shot at shining through.

NBC threw out the baby instead of the bathwater that is the show's real problem: its format. Terrific an interviewer as Gregory is, there was too much airtime devoted to overheated, predictable rhetoric from both sides of the aisle. What few light tweaks that were made to the format, like Jim Miklaszewski's bland dispatches, weren't nearly enough to fix Gregory's problems.

Had NBC News chief Deborah Turness, who is now suggesting that significant format changes are ahead with Todd in place, experimented meaningfully with the "Meet the Press" format while Gregory was still in the anchor chair, perhaps he would still be there.

Then there was the sight of Gregory twisting in the wind for as long as he had while NBC futilely tinkered on the show. Not a month seemingly went by without some press report on his imminent ouster, followed by strenuous denials from NBC. If Turness was going to stick so firmly by Gregory's side, perhaps she owed him more time to make the kind of substantive changes to his show that never really materialized.

Given the sideshow Gregory's fate became, no wonder he's out of a job. Which isn't to say that NBC can be blamed for making the tough choice to drop Gregory given the reality of the show's ratings. At some point, there's no distinction to be made between baby and bathwater-the latter taints the former if they've been in the tub together for too long.

As successors go, Todd is certainly worthy. He has years of practice under his belt on "Press" and MSNBC, building up a reputation as an insider with a keen eye for poll numbers.

It will be interesting to see what's next for Gregory. The year-long vulture-pecking that preceded his ouster may make him damaged goods for competitors that might otherwise tap someone with his level of talent. Surely a CNN or CBS isn't going to put him in the game on Sunday mornings, but there's got to be other venues for Gregory to do his thing.

But thinking about his possibilities elsewhere on the dial may be an anachronistic way of thinking in an era when a veteran like Katie Couric now calls Yahoo home. For instance, what about Netflix?

The streaming VOD service stunned the industry recently by announcing its entry into the talk show genre, with Chelsea Handler. It's not outside the realm of possibility that Netflix has contemplated getting into the news business as well in some limited fashion, and someone with Gregory's bona fides might represent just the opportunity.

No matter where Gregory goes next, it's in his best interest in the short term to just lay low and let the memory of the last six months fade. In time, the industry and viewers will remember the talent that brought him to "Press' in the first place.

(C) 2014 Variety Media, LLC, a subsidiary of Penske Business Media; Distributed by Tribune Content Agency, LLC


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Connector seeks $80 million more

Massachusetts will seek another $80 million in federal funding for its new state-based Obamacare website, bringing the total cost of the problem-plagued project to a whopping $254 million, officials said yesterday.

That includes up to $110 million for Minnesota-based information technology consultant Optum to replace the beleaguered website CGI of Montreal built to offer all state residents health insurance under the federal Affordable Care Act.

"That does leave me speechless," said state Rep. Jeffrey Sanchez (D-Jamaica Plain), who chairs the Joint Committee on Public Health. "I understand the complexity of the project. At the same time, that's a pretty big price tag to get out of a deal (with CGI). Whether it's federal or state dollars, it's still taxpayer money."

And with only three months to go before open enrollment begins Nov. 15, the new site still has glitches.

During a demonstration at yesterday's Health Insurance Connector Authority meeting, Jonathan Gruber, a board member and MIT economics professor, noted that an out-of-pocket-cost calculator wasn't functional. He also questioned the phrasing of some questions the website poses to consumers.

"'Do you want financial assistance?' is kind of just — all of a sudden it comes up. I have no idea what it means," Gruber said. "I have no idea what I'm signing myself up for if I get it."

State Obamacare czar Maydad Cohen said there is enough time to fix any problems with the site, which features a "single front door, one place for everybody to use" as they shop for insurance or enroll in MassHealth.

The state still has to reach between 400,000 and 450,000 consumers in temporary or legacy coverage programs before Nov. 15, however, so that they'll know that they have to take action to maintain their coverage, said Jason Lefferts, a Health Connector spokesman.

Those numbers include approximately 267,000 people who tried to apply for subsidized coverage during or since the last open enrollment period and are now in a temporary Medicaid coverage program, at a cost of about $200 million to the state, said Secretary of Administration and Finance Glen Shor.

The state plans to reach those people through advertising, mailings and call centers, and by partnering with the consumer-advocacy group Health Care for All to knock on 200,000 doors.


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Natalie Morales, Al Roker on the modern morning show: 'We have become very interactive'

For many people, "Today" wouldn't be "Today" without Natalie Morales and Al Roker.

The show's news anchor and meteorologist have been with the program since 2006 and 1996, respectively. These days, when the show comes on the air, the camera is on four people - Morales and Roker as well as Matt Lauer and Savannah Guthrie - not just the two leads. It's all part of a new and broader focus on all the hosts of NBC's four hours of toast-and-orange-juice programming that comes as the Peacock works to revamp the program to make it more competitive in the intense morning-show wars.

Below, in a lightly edited interview held in Roker's dressing room at "Today," the two discuss the future of the format and offer some historical perspective behind one of TV's most competitive slugfests.

Variety: What do you think is the difference between "Today" and "Good Morning America"?

Morales: I think it's just the family atmosphere that we have here. We all know each other well, We all get along great and as the cast expands, we've added new members to the family and I think we've really come to be in the moment, and right now, I feel like the time is ours.

Roker: There's an authenticity here. It's not a forced atmosphere. What happens, happens. Some days it's a party. And we have a good time. Other days, look at the news....What really drives this is it's a news broadcast. As the day changes, as the hours change, our show evolves. What's on at 9 is different than what we are doing at 7. In a way, that gives us the luxury to focus more on what matters and the hard news early on, because we have 8 and 9 and 10 for lighter things.

Variety: Do you feel a pressure to get more 'personal' on air, given the interest accorded some of the "GMA" hosts who have done that?

Roker: Listen, what Robin [Roberts] went through could have been devastating. Obviously, it was life altering for her. But we've gone through that as well. Morning is a different broadcast, because you are in people's homes when they are most vulnerable, and so in a sense, you share that vulnerability. Katie [Couric]'s husband passed from colon cancer and she made it her mission to try to change that. We were sharing it. You could say that was the same thing. I think they handled it, they did it in remarkably good taste and probably saved a lot of lives, the same thing with Amy Robach. I think it's a teachable moment.

Morales: These are people who you become intimately connected with. Viewers would be wondering why Robin is not there...the same thing with Amy. Viewers want to know what is going on in your life, and when I was pregnant and having babies, they'd say, 'I'm pregnant and having babies as well, at the same you are.' People bonded when I was pregnant and they are doing it now with Savannah.

Roker: They celebrate with us. They mourn with us. I've lost both parents on the show. Matt lost his dad. It's just one of those natural sorts of things. I don't think anybody would hold it against you. We are all aging. We all have aging parents. The morning is probably the place where life happens...It's a different beast.

Variety: What do you think the future is of the morning show? Can it hold its own as more viewers tap digital outlets to get their news and information?

Morales: You worry about how is digital reshaping and changing the landscape and are we losing some viewers to people are only getting their news online? The morning shows, though, are part of their routine...It's hard to disconnect.

Roker: We reassure you that the world didn't go to hell in a handbag while you slept, and kind of prep you for your day ahead. Our mission is different, than say Brian [Williams]'s, who is like here is a quick recap of what happened during your day. We are prepping you for the day....We are giving you some talkable points, some trending stuff. And even in this age of social media, I think what always surprises me is and I almost sound like Paul Lynde here, I'm always kind of surprised when a young person comes and says, I watch you every morning.' I'm like, 'Wait you're on your phone. How can you be watching me?' But as these millennials start becoming more responsible, they are patterning what they see their parents do. I think that's the really exciting thing about it.

Morales: We are cool again.

Roker: I've got a teenager. I can guarantee you, I'm not that cool.

Variety: Do you think the morning show has more power than, say, a syndicated program or some repeats in a digital age?

Roker: These moments that happen with us, they aren't canned... People see this and they push it out to their friends and their family, and they take on a life of their own. What I always find interesting about new media, is that the stuff that is usually the most popular on new media is the stuff you see on old media.

Morales: We have become very interactive. We ask people to weigh in on stories and segments. People do feel there is more of that two-way connection going on, that we want to know how our viewers feel and what they are thinking..You want to open that floor up, to let everyone sort of weigh in and that does create an opportunity.

Roker: I know we're doing something right, because two or three months later, we'll see it on "GMA." We have our "Orange Room," and oh my gosh, look at that, they've got a "Social Square!" Why didn't we think of that? Oh, wait a minute. We did.

Variety: What do you think of GMA's decision to hire Michael Strahan?

Morales: He's super popular and he's already doing morning television.

Roker: He's a natural fit. Look, the fact of the matter is at the end of the day, we weren't on our game. It's not the worst thing in the world - it wasn't the greatest thing that happened here, but it's not the worst thing in the world to get a kick in the slats. Because sometimes you need that to say, 'You know what, we need to rethink this and go back to where we were, to start from scratch.' Sometimes, you do it on your own and sometimes you are forced to do it, The real test is how do you respond. I think from management and from our family on air and our producers and our camera crew, everybody dug in. No one said, "This is it, Game over." We just worked that much harder.

Variety: You say things went adrift. To your mind, what happened?

Morales: I think we kind of forgot where we were for a time. We are a news program and I think there was a softening of that. We were doing a lot of stories that maybe none of us even cared a lot about. You want your anchors and people around you to be passionate about the stories they are doing, and we want to be passionate about it as well. We lost our way for a while. We lost our edge and now we are back. The first 20 minutes of the show? You know what is going on in the world.

(C) 2014 Variety Media, LLC, a subsidiary of Penske Business Media; Distributed by Tribune Content Agency, LLC


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400,000 must reapply for health coverage

BOSTON — The state is launching a major effort to reach out to almost 400,000 Massachusetts residents who must reapply for health insurance because they were enrolled in temporary plans after the state's health care marketplace website crashed last year.

State officials fear that many of those people, who don't get health insurance through an employer, don't know they need to reapply.

The Boston Globe (http://bit.ly/1pQPnMu ) reports that the Massachusetts Health Connector, the agency that provides an online place to shop for insurance, plans to place 2 million automated phone calls and knock on 200,000 doors, make personal phone calls, send mail, buy print and broadcast advertisements, and hold community meetings and enrollment fairs.

The campaign could cost up to $19 million, money the state will seek from the federal government.

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Information from: The Boston Globe, http://www.bostonglobe.com


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Raytheon pays feds for ineligible meal expenses

Written By Unknown on Kamis, 14 Agustus 2014 | 20.25

BOSTON — Raytheon has agreed to pay $350,000 to the federal government for charging the Department of Defense for ineligible meal expenses.

Carmen Ortiz, the U.S. attorney for Massachusetts, said in a statement Wednesday that the Waltham-based defense contractor submitted expenses for "group meals, business group meals and group meals at conference events" that were ineligible for federal reimbursement from 2007 to 2009.

Spokeswoman Pamela Erickson said in an email that Raytheon is pleased that the matter is resolved.


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Biotech center developer asks BRA for 70-year lease

An empty Marine Industrial Park parcel, the site of Cirque du Soleil's big top tents this summer, could be one step closer to being developed as a possible biotech center if the long-stalled project gets the BRA board's approval tonight.

The Kavanagh Advisory Group is seeking a 70-year lease with the city's Economic Development Industrial Corp., the arm of the Boston Redevelopment Authority that manages the park. The lease, according to BRA documents, would require the developer to pay an initial rent of $314,667 in March 2017 and annual payments of $539,430 thereafter.

The EDIC in 2011 gave the Danvers-based group a one-year contract to redevelop the 179,810-square-foot site at 6 Tide St. That contract, which has been renewed five times, requires Kavanagh to pay $75,000 a year to lease the site. It got a pass on rent this year, however, because Cirque du Soleil paid $175,000 to use the site from May 5 until July 1.

Eric Gervais of the Kavanagh Advisory Group said its proposed 360,000-square-foot, four-story building — its permitted uses include biomedical and life-science offices and labs — "will set the standard for innovation within that district."

Gervais cited negotiations with prospective tenants for delaying development. "These projects simply take time," he said.

City Councilor Michael Flaherty said yesterday he wants the BRA to make the developer pay its six-figure rent sooner­ to ensure the site is developed quickly.

"We need to protect against land banking," he said.

The BRA in a statement called it an "extremely competitive lease structure" that will lead to the development of an underused parcel and the creation of new jobs.


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Workers: It’s not up to Deval Patrick

Market Basket workers said they won't take their cues from Gov. Deval Patrick, after the governor said yesterday protesting employees need to return to work to "stabilize" the crippled Tewksbury company.

"We don't take direction from the governor," said Tom Trainor, one of the fired senior Market Basket workers leading employee protests and job walk-offs that, along with a customer boycott, have brought the chain of 71 stores to a virtual standstill as they seek the reinstatement of former CEO Arthur T. Demoulas. Demoulas was fired in June by a rival board faction led by his cousin Arthur S. Demoulas and since has offered to buy the company.

"We take direction from Arthur T., and if somehow he gets word to us that he wants us to go back to work and stabilize the company, that's what we'll do," Trainor said. "The governor should be using his power … to get the two sides to finalize the deal rather than telling employees to go back to work when they don't know what they're walking into or what will happen next week."

Patrick told reporters yesterday: "It's appropriate for the workers to know … that they can go back to work and indeed that we need them to go back to work to stabilize the company. I hope that they can see a way to do that while the buyer and seller work out the final terms of a transaction."

Patrick's call for warehouse and headquarters employees to return to work echoes repeated calls from the company's three independent board directors and the two new co-CEOs. The CEOs have set "final" deadlines of Aug. 15 and 18 for protesting workers to return to work without penalty.

A post yesterday on the protesters' website, wearemarket
basket.com, said what Patrick "doesn't seem to understand is that the 2 million customers are boycotting our stores because they want Arthur T. Demoulas back as the CEO with full authority. Associates going back without (Arthur T. Demoulas) will not stabilize the company."

Market Basket's three independent directors yesterday applauded Patrick's call in a statement: "We, as independent board members, cannot force any shareholders to buy or to sell, nor can we control the timing of their decisions. All we seek is to get our associates back to work earning a steady income so our customers can go back to shopping. It's well past the time when anyone can frame the crisis as 'us vs. them,' or a 'family feud.' There are too many families being impacted."

A spokeswoman for Arthur T. Demoulas declined comment.

Patrick may be getting involved because Market Basket is "pretty close to having the wheels off the bus completely, said Kevin Griffin, publisher of The Griffin Report of Food Marketing. "All of a sudden in the blink of an eye you have one of the healthiest companies in the commonwealth now in real danger. I think the governor is getting involved to put more pressure on both sides to try to get the deal finalized."


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Reported deaths, injuries jump at major Mass. hospitals

The number of "serious reportable events," such as deaths or injuries, at Massachusetts acute-care hospitals more than doubled in the last three years, according to data collected by the state Department of Public Health.

The total number of events soared from 366 in 2011 to 753 last year at acute-care hospitals, and from 123 to 206 over the same period at non-acute-care hospitals, the department said.

Dr. Madeleine Biondolillo, DPH's associate commissioner, said the increases can be attributed to a number of factors.

"The adoption of new national quality definitions led to an expansion of the number and types of events that need to be reported, which resulted in a marked rise in reporting in several existing categories, particularly falls and pressure ulcers," Biondolillo said in a statement. "The implementation of online reporting system reduced barriers and streamlined the facility reporting process to DPH. DPH also increased outreach to facilities to emphasize reporting as an important part of patient safety and quality improvement. DPH anticipates a continued upward trend in number of reported events in 2014 as facilities become increasingly efficient in evaluation & reporting."

At acute-care hospitals, the number of suicides or serious injuries resulting from self harm jumped from one to 22 from 2011 to 2013, while the number of serious injuries or deaths rose from six to 16 due to burns, and from five to 14 due to assaults or abuse. The number of wrong surgeries or procedures performed climbed from two to 11.

In a statement, Anuj Goel, the Massachusetts Hospital Association's vice president for legal and regulatory affairs, said: "Massachusetts hospitals are closely focused on eliminating serious reportable events (SREs) and make patient safety a top priority. Hospitals are diligent in reporting adverse events, including those that fall within the definition recently updated by the National Quality Forum (NQF) and adopted by the state Department of Public Health. The Massachusetts Hospital Association and our member hospitals have worked very closely with DPH to develop and provide guidance materials, educational sessions and best practices to ensure that hospitals are reporting events that meet these revised and expanded SRE criteria."


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Massachusetts hospitals report more medical errors

BOSTON — The number of medical errors reported by Massachusetts acute-care hospitals has jumped 70 percent since the state expanded the type of incidents hospitals are required to report.

Hospitals reported 753 serious medical errors and other patient injuries last year to the state Public Health Department.

Instances where patients underwent a procedure on the wrong body part, were burned by an operating room fire or a too-hot heating pack, or were subject to contaminated drugs or improperly sterilized equipment saw some of the largest increases in reporting since 2012.

Hospitals also reported more patient falls, serious bed sores, assaults, and suicides and suicide attempts.

Department associate commissioner Dr. Madeleine Biondolillo tells The Boston Globe (http://bit.ly/1oQjapL ) that even though the reporting requirements have expanded and been streamlined, one error is too many.

___

Information from: The Boston Globe, http://www.bostonglobe.com


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Entrepreneurship the answer for some with autism

Written By Unknown on Rabu, 13 Agustus 2014 | 20.25

NEW YORK — When Matt Cottle asked his boss to let him work in the supermarket's bakery, she told him he'd never do anything more than collect grocery carts.

After six years of bagging groceries and pushing carts, Cottle wanted more. He had already learned how to do some baking.

Cottle is autistic. And today he's an entrepreneur, the owner of Stuttering King Bakery, turning out batches of cookies, brownies and scones for cafes and businesses and groups that need catering.

"I was like, OK, I am destined to do something greater than that," Cottle says in the kitchen of his family's Scottsdale, Arizona, home, where he spends hours each day filling orders. He generates $1,200 monthly. He named the business for Britain's King George VI, whose struggles to speak were the subject of the film "The King's Speech."

Cottle is one of a few known small business owners with autism, a brain disorder that affects a person's ability to comprehend, communicate and interact socially. There are varying degrees of autism, but even autistic people with the greatest capabilities can find it impossible to get a job because they take longer to read or process information, or because they struggle to hold conversations. One in 68 people have some form of autism, according to government figures.

There is a growing movement to help autistic adults find jobs, but for Cottle and his family, the answer was a business of his own.

Cottle had taken training to do search and rescue operations. And he tried working in a bakery. Both times, he encountered people who didn't understand him, and who ended up yelling at and insulting him, his mother, Peg Cottle, says. He wanted to enroll in a culinary school, but an administrator gently told him and his parents it wouldn't work out. Four years ago, the Southwest Autism Research and Research Center, or SAARC, connected Cottle with a pastry chef who mentored him. In August 2012, he unexpectedly got an order from a cafe operated by Phoenix-based SAARC. At that point, Cottle told his parents he was starting his own baking business.

"I'm happy as an angel," he says.

CHANGING ATTITUDES

Many autistic people can run businesses if they're given the chance to discover something they like and develop skills around their interests, says Temple Grandin, one of the best-known advocates for people with autism.

"If you get them exposed to something, they can get a career," says Grandin, author of "The Autistic Brain."

Grandin, who has autism, didn't speak until she was four years old. In her teens, she was bullied by classmates who made fun of the way she spoke — she repeated the same phrases over and over.

"They called me 'tape recorder.'" she says.

In her teens, Grandin was exposed to horses at a boarding school and cattle on her aunt's ranch, and she began working with farm animals. She eventually created a business designing equipment for handling livestock.

People with the most severe autism aren't able to work because their disabilities limit their ability to learn. But it's only in the last two decades that society has come to realize that many people with disabilities including autism can work, says Paul Pizzutello, principal of Reach Academy, a West Harrison, New York, school whose students include some who are autistic.

"With many people with autism, it's not their intellect that a problem, it's their ability to engage with their environment and manage social contacts," he says.

INSPIRED BY A KING

When Cottle's parents tried to help him get a job, they explained to prospective bosses that because he is autistic, he needs more time to understand instructions. The companies either didn't want to take the time to learn how to work with him or they assumed Cottle might do or say inappropriate things. He grew frustrated by the unsuccessful attempts to find work.

"He was at a brick wall before he started his bakery," Peg Cottle says.

Soon after starting, Cottle and his mother attended entrepreneurship training classes offered by Seed Spot, an organization that helps socially responsible businesses.

"He's legitimate. The product he produces is the real deal. His disability doesn't even come into play as far as I'm concerned," says Chris Norcross, general manager of building company and Stuttering King customer Mortenson Construction. He orders as many as 300 cookies at a time.

The Cottles recently moved to a home with a larger kitchen, one that will allow Cottle to bake more and increase his revenue. He wants to expand.

"I hope I can set up shop and hopefully start interning and mentoring other people with autism," he says.

A FAMILY AFFAIR

Autistic owners don't run their companies by themselves. Support from family members to interact with the public, take orders and handle marketing and billing is vital.

Peg Cottle takes orders and does marketing for Stuttering King Bakery. Cottle is able to speak, but talking on the phone can be difficult. If a customer gets chatty and strays from the basics of placing an order, it can be hard for Cottle to understand.

Vinnie Ireland has little language ability but owns landscaping company Weed Whacking Weasel in Chapel Hill, North Carolina. The autistic man does leaf-blowing, hedge-trimming, mulching and other tasks, and works with an assistant trained to help the autistic. His mother, Lori Ireland, handles marketing and billing. The business has between six and 10 residential and commercial customers, depending on the time of year.

"When we tell him it's time to go to work, he jumps up," Lori Ireland says.

Autistic business owners are much like other entrepreneurs who concentrate on creating a product or delivering a service, and delegate the administrative work to others, says Vinnie's father, Gregg Ireland, a mutual fund portfolio manager and co-founder of Extraordinary Ventures, a group that finds opportunities for autistic people.

"In my business, I wouldn't be marketing. I wouldn't be able to keep the books," Gregg Ireland says.

Ireland's parents wanted to find a way to keep their son occupied and to build his self-esteem. They got the idea for Weed Whacking Weasel because he enjoyed doing gardening.

"A small business is so flexible and adaptable, and it's just suitable to solving our problems," Gregg Ireland says.

OVERCOMING AUTISM AND MORE

Joe Steffy is autistic and has Down syndrome, a congenital condition that affects a person's ability to understand and learn. He's unable to speak. But he has owned and run Poppin Joe's Gourmet Kettle Korn in Kansas City, Kansas, since 2005.

Steffy loves to work, his father Ray says. His family didn't believe teachers and counselors who said when he was in his teens that he'd need to live in a group home, that he wouldn't be able to work because he has a short attention span and can't focus. Instead, his parents looked for something he could do. They found the answer in a popcorn company.

About two-thirds of the company's revenue comes from events such as fairs and festivals. Customers also include convenience stores and corporations that give popcorn bags to employees.

"There isn't any job he can't do," Ray Steffy says of his son. He pops, seasons and bags the corn. And he supervises five part-time workers, all of whom he helps interview before they're hired.

Joe Steffy responded in writing to questions asked by a reporter. He said he loves his work and the independence it gives him.

"I have choices. I pay for things I love (skiing, swimming, flying)," he said. Steffy loves taking flights, especially to visit his sister in Milwaukee, his father says.

But Steffy also feels the stress that any business owner feels at times. When asked what he finds difficult about being a boss, he responded, "the intensity of producing (a) product when busy."

He oversees the entire process of popping the corn, paying close attention to details, says Christy Svoboda, one of Steffy's employees.

"He wants the bags looking presentable, like they come from a big manufacturer," Svoboda says.

PLAYING TO HIS STRENGTHS

Although Christopher Tidmarsh graduated from college with a degree in languages, environmental science and chemistry, he was in the same limbo as other autistic people. A post-college internship didn't work out because co-workers didn't make the accommodations he needed, like labeling drawers where he could find supplies, or communicating with him through emails rather than by talking. Job interviews were nearly impossible because he needs time to process the questions and come up with answers.

"People in the traditional work place don't know how to work with people with autism like me," Tidmarsh says.

The solution was starting Green Bridge Growers, a company that grows vegetables in water, a process called aquaponics. Tidmarsh has been building the business in South Bend, Indiana, with his mother, Janice Pilarski, the last two years. They came up with the idea for the business because it would allow him to use the knowledge he developed in college and internships with organic farmers.

While the company is still in its early stages, Tidmarsh is already thinking ahead to expand it beyond its current one greenhouse.

"Having my own business makes me feel as though I've accomplished something," he says.

_____

Online:

www.saarc.org

www.templegrandin.com

www.autismspeaks.org

www.stutteringkingbakery.com

www.poppinjoes.com

www.greenbridgegrowers.com

_____

Follow Joyce Rosenberg at www.twitter.com/JoyceMRosenberg


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Amazon debuts mobile payment app and card reader

NEW YORK — Amazon is taking direct aim at mobile payment systems such as Square by introducing the Amazon Local Register, a credit-card processing device and mobile app designed to help small business owners accept payments through their smartphones and tablets.

The move places the largest U.S. e-commerce retailer in competition with Square and other established mobile payment processing systems such as PayPal Here and Intuit's GoPayment.

Amazon's technology includes a card reader that attaches to a smartphone, Kindle or tablet. The reader processes credit or debit card payments via a secure Amazon network, the same one that processes Amazon.com purchases. The service is designed to serve on-the-go small business owners who might otherwise only accept cash or checks, including massage therapists, food truck operators and artists who sell their work at outdoor fairs.

Small businesses can start using Local Register by creating an account on http://localregister.amazon.com . Businesses must buy Amazon's card reader for $10, and download the free mobile app from the Amazon app store, the Apple app store or Google Play. The app works on most smartphones and tablets, including the Kindle Fire.

Similar to Amazon's strategy in many of its businesses, the company aims to compete on price in the mobile payment arena. For customers who sign up for the service by Oct. 31, Amazon will take as its fee 1.75 percent of each payment processed, or each "swipe" of the card, a special rate that will last until Jan. 1, 2016. For people who sign up after Oct. 31, Amazon will take a service fee of 2.5 percent of each payment processed.

The first $10 in transaction fees will be credited back to the customer, essentially paying for the card reader.

That's below most of its competitors' rates. Square takes a fee of 2.75 percent of each transaction. PayPal Here takes 2.7 percent of each transaction and Intuit's GoPayment rates start at 1.75 percent per transaction if businesses pay a $19.95 monthly rate or 2.4 percent of each transaction without a monthly payment.

"I've actually heard some business owners say the only thing that would make them change (point of sale) systems is cost savings," said Matt Swann, vice president of local commerce for Amazon.

"Payments are hard and that's one of the things that gets in the way of serving customers, especially for small businesses," Swann said. "Payment tools need to be inexpensive, simple and trusted to get the job done."

Local Register is part of a slew of new products and services that Seattle-based Amazon has introduced this year. The company's Fire smartphone debuted this month. In April, it began selling the Fire TV, a media streaming device. Meanwhile, Amazon is expanding its same-day delivery service and offering grocery delivery and video and music streaming for its Prime loyalty club members.

Investors have largely given Amazon a pass on profit as it focuses on spending the money it makes to grow and expand into new areas. But there are some signs patience may be waning. The company's most recent quarterly report in July showed a deeper-than-expected second quarter loss despite surging revenue. Since then, the company's stock has fallen about 11 percent.

Amazon has been expanding into the payment space with other products: Amazon payments, which lets users with stored credit card or banking information on the Amazon site use their Amazon login to pay at sites other than Amazon. And Amazon Wallet, a beta app that lets users store gift cards, loyalty and rewards cards and membership cards and redeem them in store or online.


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Ex-MIT professor, son, settle SEC allegations

BOSTON — A former Massachusetts Institute of Technology professor and his son have agreed to pay $4.8 million to settle allegations that they misled investors in their hedge fund companies.

Federal prosecutors said Tuesday that 69-year-old Gabriel Bitran and 36-year-old Marco Bitran lied, telling investors they had a history of successfully earning money based on the elder Bitran's theories.

Authorities say some money was put into funds connected to Bernard Madoff. The duo ultimately lost $140 million of their investors' principal.

As part of the agreement, both agreed to plead guilty to conspiracy to commit securities fraud, wire fraud and obstruction of justice.

Gabriel Bitran is a former professor and associate dean of MIT's Sloan School.

Lawyers for both men said their clients accept responsibility and want to put the matter behind them.


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Macy's 2Q profit climbs nearly 4 percent

CINCINNATI — Macy's Inc. (M) on Wednesday reported a 4 percent increase in earnings in its fiscal second quarter as business rebounded from slow sales earlier in the year.

But Macy's cut its full-year outlook for a key sales measure, saying it couldn't make up the sales shortfall in the first quarter, when a series of winter storms kept shoppers at home.

Shares of Macy's tumbled nearly 5 percent, or $2.92, to $56.84 in premarket trading.

Macy's, a standout among its peers throughout the economic recovery, is the first of the major retailers to report second-quarter results, which should provide insight into shoppers' mindset heading into the critical final months of the year. Wal-Mart Stores Inc. and J.C. Penney Co. are set to report their results Thursday.

Like many retailers catering to the middle class, Macy's, which has corporate offices in Cincinnati and New York, is facing economic challenges. While the job market is improving and the housing market is rebounding, the gains are not strong enough to sustain big shopping sprees.

Still, Macy's has benefited from its focus on tailoring merchandise to local markets. It's also aiming to create a more seamless experience for shoppers who are going back and forth from stores to websites.

Macy's said its second-quarter net income increased to $292 million, or 80 cents per share, from $281 million, or 72 cents per share, in the same quarter a year earlier. The average estimate of analysts surveyed by Zacks Investment Research was for profit of 86 cents per share.

The company said revenue rose 3.3 percent to $6.27 billion from $6.07 billion in the same quarter a year earlier, but missed Wall Street forecasts. Analysts expected $6.29 billion, according to Zacks.

The company said that sales at stores open at least a year rose 3.4 percent. When including departments licensed to third parties, that figure rose 4 percent. But Macy's said that it now expects that measure to increase by 2 percent to 2.5 percent for the year, down from its previous projection of 2.5 percent to 3 percent.

____________

Follow Anne D'Innocenzio at http://www.Twitter.com/adinnocenzio


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US retail sales flat in July

WASHINGTON — U.S. retail sales were essentially flat in July, providing evidence that consumers have yet to shed their doubts about the economy despite recent job gains.

The Commerce Department said Wednesday that seasonally adjusted retail sales were unchanged in July compared with the prior month. Total sales rose a statistically insignificant $161 million from $439.6 billion in June.

Spending dipped at auto dealers and department stores last month. The losses were offset by gains at grocery stores, gasoline stations, restaurants, clothiers and building material stores.

The figures suggest that Americans are hesitant to spend, which could limit growth for the economy. Retail sales are closely watched because consumer spending accounts for 70 percent of economic activity.

Retail sales have flat-lined even though employers have added more than 200,000 jobs a month for the past six months. Payrolls increased by 209,000 in July and 298,000 in June.

But those gains have yet to meaningfully boost wage growth above inflation, causing spending to be more restrained.

Retail sales have increased 3.7 percent over the past 12 months, but economists doubt that spending can grow much faster unless incomes increase.

"Consumers just don't have the cash flow to finance sustained gains above 4 percent," said Ian Shepherdson, chief economist at Pantheon Macroeconomics.

The weak sales in July mean that consumer spending is off to a slow start in the third quarter.

Consumer spending did pick up in the April-June quarter after a sluggish showing in the first three months of the year. It grew at a 2.5 percent annual pace, after increasing just 1.2 percent in the first quarter, which was the weakest reading in nearly three years. In a healthy economy spending growth is typically 3 percent or higher.

Americans are sending mixed signals about their willingness to spend. Consumer confidence jumped to its highest level in nearly seven years in July, according to the Conference Board. That suggests Americans may be more willing to open their wallets.

And auto sales grew 9 percent in July from a year earlier to 1.4 million, the best showing for July since 2006.

But purchases of large items like autos may be leaving many Americans with less money to spend on discretionary items like clothing and electronics. Rising grocery prices may have squeezed household budgets as well.

A separate measure of consumer sentiment by the University of Michigan, released last week, showed that confidence slipped last month.


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The Ticker

Written By Unknown on Selasa, 12 Agustus 2014 | 20.25

Big-city mayors meet to fight income gap

More than 30 big-city U.S. mayors, including Boston Mayor Martin J. Walsh, gathered yesterday to fight the income gap between the rich and the poor in urban areas.

The task force, called Cities of Opportunity and hosted by New York Mayor Bill de Blasio, was formed in June during a meeting of mayors in Dallas. The group, which represents some of the most populous cities in the nation, vowed to share ideas to take on inequality. Chief among the pledges were a push for higher wages, an expansion of pre-kindergarten programs, the creation of more affordable housing and increased Internet access for poor neighborhoods, the mayors said.

Fifty-two acre Bedford property sold

Jay Hirsh of Hingham-based Jumbo Capital and private investor Brad Spencer have bought 100 Crosby Drive in Bedford from DivcoWest for $50 million.

The 52-acre property at the juncture of Routes 3 and 62 has a four-story, 262,000-square-foot office building built in 1983 that's fully leased to Oracle. It features a full-service cafe, picnic area, fitness center, and a 64-seat amphitheater.

The property also has 18 acres of developable land suitable for a major residential housing development and 10 acres that could hold another signature office building.

TripAdvisor completes Viator buy

Travel website operator TripAdvisor said yesterday that it has completed its purchase of San Francisco-based Viator, a website that lets consumers review and book trip activities such as tours, for $200 million in cash.

The Cambridge company says Viator offers more than 20,000 bookable tours, and travelers have submitted 600,000 reviews, photos and videos to its site.

Today

 Labor Department releases job openings and labor turnover survey for June.

 Treasury releases federal budget for July.

TOMORROW

 Commerce Department releases retail sales data for July.

 Commerce Department releases business inventories for June.

THE SHUFFLE

Greater Media announced that Tina Murley has been named the sales manager of WMJX-FM in Boston. Murley most recently served as the sales manager of WBZ-TV in Boston for the past three-and-a-half years. Prior to that, the Boston media veteran worked as a sales manager at WBMX-FM, a general sales manager at WODS-FM and an account executive at WCRB-FM.


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Market Basket’s board calls on parties to end impasse

The three self-described "independent" directors of Market Basket's seven-member board yesterday repeated their demand for an end to the "standoff" by store employees supporting ousted CEO Arthur T. Demoulas, while an industry expert says he doubts the company can hold out much longer in its current state of impasse.

"We have a series of difficult business decisions to work out," the directors said in a statement. "However, there is no reason to continue to hold the 25,000 associates, 2 million shoppers and our local economies hostage to an ongoing business negotiation between shareholders.

"We must end this zero sum game and act in the best interests of our associates, customers — and in the end, our company," they added. "We are ready to meet. It's time."

A spokeswoman for Arthur T. had no immediate comment.

The three directors — Keith O. Cowan, Eric Gebaide and Ronald G. Weiner — last week called on him to return in run the company in a non-CEO capacity while he continued to pursue his stated intent to buy the half of the supermarket chain controlled by his rival cousin, Arthur S. Demoulas, and his allies.

Arthur T., who was fired in June by a board majority headed by Arthur S., rejected the proposal, dismissing it as "games" and "windowdressing."

Kevin Griffin of The Griffin Report of Food Marketing, a Duxbury-based trade publication for the food industry, said he doubts the standoff, which has left store shelves empty and driven away customers, can go on much longer.

"Every day that goes by, the company is losing its value, its market share and its reputation," Griffin said. "It's become a public spectacle, and the appetite for this is waning. This is a crisis situation. You have a company in free fall. I would encourage them to think about all the people who make their livelihood from this chain, and I would encourage them to get the deal done."

Last Thursday, thousands of part-time employees were told they would not be working this week because there is so little business at the chain's 71 stores.

Ann Dufresne of the Massachusetts Executive Office of Labor and Workforce Development, yesterday said she could not say whether any employees have filed for unemployment insurance.


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Developer set to launch $210M Seaport cargo project

Groundbreaking on the $210 million Boston Cargo Terminal project in the Seaport will take place in a matter of weeks, a project official told the Herald yesterday.

The nearly 30-acre property is expected to include three commercial warehouse buildings, a 120,000-square-foot building with a lufa farm, 160 parking spaces, and a Harborwalk path.

The complicated deal involves land owned by the Boston Redevelopment Authority and leased by Massport. The developer is Cargo Ventures.

Two previous groundbreakings had been scheduled with Gov. Deval Patrick and Mayor Martin J. Walsh, but were postponed, said City Hall spokeswoman Kate Norton.

The project official said the developer was in talks with the New England Teamsters & Trucking Industry Pension Fund to help finance the project, but that nothing had been finalized.

That official said the Teamsters pension fund was already helping finance another project by Cargo Ventures — the One Harbor Street property in the Marine Industrial Park, whose current tenants include Vertex.

Officials at the Teamsters pension fund did not return messages for comment yesterday.

It's been a long road for the project, which was originally proposed in 2007 before the economic downturn delayed the development. The BRA approved a revised plan in April.


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DEA improperly paid $854,460 for passenger lists

WASHINGTON — The Drug Enforcement Administration paid an Amtrak employee hundreds of thousands of dollars over two decades to obtain confidential information it could have gotten for free, according to internal investigators at the railroad.

According to a report released Monday by Amtrak's inspector general, the DEA paid an Amtrak secretary $854,460 to be an informant. The employee was not publicly identified except as a "secretary to a train and engine crew."

Amtrak's own police agency is already in a joint drug enforcement task force that includes the DEA. According to the inspector general, that task force can obtain Amtrak confidential passenger reservation information at no cost.

The office of Amtrak Inspector General Tom Howard declined to identify the secretary or say why it took so long to uncover the payments. Howard's report on the incident suggested policy changes and "other measures to address control weaknesses that Amtrak management is considering." DEA spokeswoman Dawn Dearden declined to comment.

Amtrak is officially known as the National Railroad Passenger Corp. and is not a government agency, although it has received tens of billions of dollars in federal subsidies and is subject to the U.S. Freedom of Information Act.

Passenger name reservation information is collected by airlines, rail carriers and others and generally includes a passenger's name, the names of other passengers traveling with them, the dates of the ticket and travel, frequent flier or rider information, credit card numbers, emergency contact information, travel itinerary, baggage information, passport number, date of birth, gender and seat number.

Amtrak's inspector general said the secretary provided the passenger information without seeking approval from Amtrak management or police, but Amtrak's own corporate privacy policy expressly allows it to sell or share personal information about its customers and passengers with contractors or a category of others it describes as "certain trustworthy business partners."

It was not immediately clear whether the DEA has rules against soliciting corporate insiders to provide confidential customer information in exchange for money when providing that information would cause the employee to violate a company's or organization's own rules or policies. The DEA does not publish on its website its staff manuals or instructions for employees.

The report said the secretary was allowed to retire, rather than face administrative discipline, after the discovery that the employee had "regularly" sold private passenger information since 1995 without Amtrak's approval, said the IG's summary.

Sen. Chuck Grassley, the senior Republican on the Senate Judiciary Committee, called the $854,460 an unnecessary expense and asked for further information about the incident in a letter he released Monday to DEA Administrator Michele Leonhart. Grassley said the incident "raises some serious questions about the DEA's practices and damages its credibility to cooperate with other law enforcement agencies."

It's not unprecedented for law enforcement to have professional people who are informants employed in transportation and other industries, said a federal law enforcement official who is familiar with the incident involving Amtrak. The official spoke on condition of anonymity because the person was not authorized to speak on the record.

The official said that years ago during the investigation of drug lord Pablo Escobar, an informant at a U.S. chemical company provided a major assist to law enforcement by informing authorities that thousands of gallons of acetone were being shipped to Colombia. Acetone is used to manufacture cocaine.


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Asbestos pushed in Asia as product for the poor

VAISHALI, India — The executives mingled over tea and sugar cookies, and the chatter was upbeat. Their industry, they said at the conference in the Indian capital, saves lives and brings roofs, walls and pipes to some of the world's poorest people.

The industry's wonder product, though, is one whose very name evokes the opposite: asbestos. A largely outlawed scourge to the developed world, it is still going strong in the developing one, and killing tens of thousands of people each year.

"We're here not only to run our businesses, but to also serve the nation," said Abhaya Shankar, a director of India's Asbestos Cement Products Manufacturers Association.

In India, the world's biggest asbestos importer, it's a $2 billion industry with double-digit annual growth, at least 100 manufacturing plants and some 300,000 jobs.

The International Labor Organization, World Health Organization, the wider medical community and more than 50 countries say the mineral should be banned. Asbestos fibers lodge in the lungs and cause many diseases. The ILO estimates 100,000 people die every year from workplace exposure, and experts believe thousands more die from exposure outside the workplace.

The asbestos executives who gathered in the ballroom of a luxury New Delhi hotel wanted to knock down those concerns. The risks are overblown, many said, and scientists and officials from rich Western nations who cite copious research showing it causes cancer are distorting the facts.

More than two-thirds of India's 1.2 billion people live in poverty on less than $1.25 a day, including hundreds of millions still in makeshift rural dwellings that offer little protection from insects, harsh weather and roaming predators such as tigers and leopards.

"These are huge numbers. We're talking about millions of people," Shankar said. "So there is a lot of latent demand."

Yet there are some poor Indians trying to keep asbestos out of their communities, even as the government supports the industry by lowering import duties and using asbestos in construction of subsidized housing.

"People outside of India, they must be wondering what kind of fools we are," said Ajit Kumar Singh from the Indian Red Cross Society. "They don't use it. They must wonder why we would."

___

In the ancient farming village of Vaishali, in impoverished Bihar state, the first word about the dangers of asbestos came from chemistry and biology textbooks that a boy in a neighboring town brought home from school, according to villagers interviewed by The Associated Press.

A company was proposing an asbestos plant in the village of 1,500 people located about 1,000 kilometers (620 miles) east of New Delhi.

The villagers worried that asbestos fibers could blow from the factory across their wheat, rice and potato fields and into their tiny mud-and-thatch homes. Their children, they said, could contract lung diseases most Indian doctors would never test for, let alone treat. Neither India nor any of its 29 states keep statistics on how many people might be affected by asbestos.

The people of Vaishali began protesting in January 2011. They objected that the structure would be closer to their homes than the legal limit of 500 meters (1,650 feet). Still, bricks were laid, temporary management offices were built and a hulking skeleton of steel beams went up across the tree-studded landscape.

The villagers circulated a petition demanding the factory be halted. But in December 2012, its permit was renewed, inciting more than 6,000 people from the region to rally on a main road, blocking traffic for 11 hours. They gave speeches and chanted "Asbestos causes cancer."

Amid the chaos, a few dozen villagers took matters into their own hands, pulling down the partially built factory, brick by brick.

"It was a moment of desperation. No one was listening to us," said a villager involved in the demolition, a teacher who spoke on condition of anonymity for fear of retribution from the company. "There was no other way for us to express our outrage."

Within four hours, the factory and offices were demolished: bricks, beams, pipes and asbestos roofing, all torn down. The steel frame was the only remnant left standing.

"Still, we did not feel triumphant," the teacher said. "We knew it wasn't over."

They were right. The company filed lawsuits, still pending, against several villagers, alleging vandalism and theft.

___

Durable and heat-resistant, asbestos was long a favorite insulation material in the West, but has also been used in everything from shoes and dental fillings to fireproofing sprays, brake linings and ceiling tiles.

Scientists and medical experts overwhelmingly agree that inhaling any form of asbestos can lead to deadly diseases including mesothelioma, lung cancer and asbestosis, or the scarring of the lungs. Exposure may also lead to other debilitating ailments, including asthma and chronic obstructive pulmonary disease.

About 125 million people worldwide are exposed to asbestos at work each year, the WHO says. Because the disease typically takes 20 to 40 years to manifest, workers can go through their careers without realizing they are getting sick.

Dozens of countries including Japan, South Korea, Argentina, Saudi Arabia and all European Union nations have banned asbestos entirely. Others including the United States have severely curtailed its use.

Most asbestos on the world market today comes from Russia. Brazil, Kazakhstan and China also export, though some have been reviewing their positions.

Canada's Quebec province was the world's biggest asbestos producer for much of the 20th century. It got out of the business in 2012, after a new provincial government questioned why it was mining and exporting a material its own citizens shunned.

Asia is the biggest market. India last year imported $235 million worth of the stuff, or about half of the global trade.

The global asbestos lobby says the mineral has been unfairly maligned by Western nations that used it irresponsibly. It also says one of the six forms of asbestos is safe: chrysotile, or white asbestos, which accounts for more than 95 percent of all asbestos used since 1900, and all of what's used today.

"Chrysotile you can eat for breakfast, lunch and dinner!" said Kanat Kapbayel of Kazakhstan's United Minerals and a board member of the International Chrysotile Association.

Chrysotile is a serpentine mineral, meaning its fibers are curly and more flexible than the other more jagged and sharp forms called amphiboles. The lobby and its supporters say this distinction makes all the difference.

A vast majority of experts in science and medicine reject this.

"A rigorous review of the epidemiological evidence confirms that all types of asbestos fiber are causally implicated in the development of various diseases and premature death," the Joint Policy Committee of the Societies of Epidemiology said in a 2012 position statement.

Squeezed out of the industrialized world, the asbestos industry is trying to build up new markets and has created lobbying organizations to help it sell asbestos to poor countries, particularly in Asia, it said.

___

Developed nations are still reckoning with health and economic consequences from past asbestos use.

American businesses have paid out at least $1.3 billion in the largest and longest-running collection of personal injury lawsuits in U.S. legal history, according to a 2012 report by the California-based Rand research corporation. Two years ago, an Italian court sentenced two businessmen from Swiss building material maker Eternit AG to 16 years in prison for negligence leading to more than 2,000 asbestos-related deaths. Billions of dollars have been spent stripping asbestos from buildings in the U.S. and Europe.

Arun Saraf, the Indian asbestos association's chairman, said India has learned from the West's mistakes.

He said the lobby's 15 member companies maintain the strictest safety standards in their factories. That includes limiting airborne dust, properly disposing of waste and insisting employees wear safety masks, gloves and protective clothing.

The vast majority of asbestos used in India is mixed with cement and poured into molds for corrugated roof sheets, wall panels or pipes. Fibers can be released when the sheets are sawed or hammered, and when wear and weather break them down. Scientists say those released fibers are just as dangerous as the raw mineral.

AP journalists who visited a working factory and a shuttered one in Bihar found both had dumped broken sheets and raw material in fields or uncovered pits within the factory premises. Workers without any safety gear were seen handling the broken sheets at both factories. The working factory was operated by Ramco Industries Ltd., while the other owned by Nibhi Industries Pvt. Ltd. was supplying materials to UAL Industries Ltd.

Saraf, who is also UAL's managing director, said the materials left strewn across the factory grounds were meant to be pulverized and recycled into new roofing sheets, and were no more dangerous than the final product as the asbestos had already been mixed with cement.

He said Nibhi was not an association member, but "I have been informed that Nibhi workers are provided with all the personal protective equipment."

Some employees of Ramco's working factory said they were satisfied that asbestos was safe, and were delighted by the benefits of steady work. But several former employees of both factories said they were given masks only on inspection days, and rarely if ever had medical checkups. None was aware that going home with asbestos fibers on their clothing or hair could put their families at risk.

Ramco CEO Prem Shanker said all employees working in areas where asbestos was kept unmixed were given safety equipment and regular medical checkups that were reviewed by government authorities. "Ramco has consistently gone the extra mile to ensure a safe working environment," he said. AP was not given permission to visit these indoor areas.

Indian customers like the asbestos sheets because they're sturdy, heat resistant and quieter in the rain than tin or fiberglass. But most of all, they're cheap.

Umesh Kumar, a roadside vendor in Bihar's capital of Patna, sells precut 3-by-1 meter (10-by-3 foot) asbestos cement sheets for 600 rupees ($10) each. A tin or a fiberglass sheet of similar strength costs 800 rupees.

"I've known it's a health hazard for about 10 years, but what can we do? This is a country of poor people, and for less money they can have a roof over their heads," Kumar said.

"These people are not aware" of the health risks, he said. But as sellers of asbestos sheets wanting to stay in business, "we're not able to tell them much."

___

The two-day asbestos conference in December was billed as scientific. But organizers said they had no new research.

One could say they've gone back in time to defend their products.

The Indian asbestos lobby's website refers to 1998 WHO guidelines for controlled use of chrysotile, but skips updated WHO advice from 2007 suggesting that all asbestos be banned. The lobby also ignores the ILO's 2006 recommendation to ban asbestos, and refers only to its 1996 suggestion of strict regulations.

When asked why the association ignored the most recent advice, its executive director, John Nicodemus, waved his hand dismissively. "The WHO is scaremongering," he said.

Many of the speakers are regulars at asbestos conferences around the world, including in Brazil, Thailand, Malaysia, Ukraine and Indonesia.

American Robert Nolan, who heads a New York-based organization called Environmental Studies International, told the Indian delegates that "a ban is a little like a taboo in a primitive society," and that those who ban asbestos are "not looking at the facts."

David Bernstein, an American-born toxicologist based in Geneva, said that although chrysotile can cause disease if inhaled in large quantities or for prolonged periods, so could any tiny particle. He has published dozens of chrysotile-friendly studies and consulted for the Quebec-based Chrysotile Institute, which lost its Canadian government funding and shut down in 2012.

When asked by an audience member about funding for his research, he said some has come from chrysotile interests without elaborating on how much. A short-term study generally costs about $500,000, he said, and a long-term research project can cost up to about $4 million.

He presented an animated video demonstrating how one special kind of human blood cell called a macrophage can engulf a squiggly white asbestos fiber, dissolve it in acid and carry it out of the lungs. He said his research concludes that smaller doses for shorter periods "produce no fibrosis."

"We have defense mechanisms. Our lungs are remarkable," Bernstein said. To suffer any health problems, "you have to live long enough."

Other researchers have drawn different conclusions. Their studies indicate that most chrysotile isn't eliminated but ends up in the membrane lining the lungs, where the rare malignancy mesothelioma develops and chews through the chest wall, leading to excruciating death.

Research such as Bernstein's frustrates retired U.S. Assistant Surgeon General Dr. Richard Lemen, who has studied asbestos since 1970 and first advocated a chrysotile ban in 1976.

"His presentation is pretty slick, and when he puts it on animation mode, people think: 'Wow, he must know what he's talking about,'" Lemen said by telephone from Atlanta. But Bernstein or Nolan "would get shot down if they stood up and talked about their research" at a legitimate scientific conference, he said.

Debate has ended for richer countries, but that has not stopped asbestos use in poorer ones, Lemen said.

"I've been saying the same thing over and over for 40 years. You feel like Sisyphus rolling the stone up the hill, and it comes back down."

___

Research conducted around the world has not convinced some Indian officials, who say there is not enough evidence to prove a link between chrysotile and disease in India.

Gopal Krishna, an activist with the Ban Asbestos India, calls this argument "ridiculous."

"Are they saying Indian people's lungs are different than people's in the West?"

The permit for the asbestos plant in Vaishali was canceled by Bihar's chief minister last year after prolonged agitation, but some in his government still rejected that the mineral is hazardous.

"From the scientific information I have received, there is no direct health hazard with asbestos production," said Dipak Kumar Singh, who until recently was Bihar's environment secretary and oversaw industrial zones at the same time. He's now in charge of water management.

The state health secretary, Deepak Kumar, disagreed.

"It's not safe," he said. "Of course it can affect the health system, create a burden for us all and especially the poor."

India in 1986 placed a moratorium on licensing any new asbestos mining, but has never banned use of the mineral despite two Supreme Court rulings ordering lawmakers to bring the law in line with ILO standards.

Last year, an Indian delegation traveled to Geneva to join Russia, Kazakhstan, Kyrgyzstan, Ukraine, Zimbabwe and Vietnam in opposing the listing of chrysotile as a hazardous chemical under the international Rotterdam Convention, which governs the labeling and trade of dangerous chemicals. Without unanimous support among the convention's 154 members, the effort to list chrysotile failed again.

An Indian Labor Ministry advisory committee set up in 2012 to give a recommendation on asbestos has yet to release a report. The Health Ministry has said asbestos is harmful, but that it has no power to do anything about it. The Environment Ministry continues to approve new factories even as it says asbestos may be phased out.

The position of Prime Minister Narendra Modi's new government is unclear, but during 12 years as chief minister of Gujarat state, Modi oversaw a boom in asbestos manufacturing and in the asbestos-laden ship-breaking industry.

Meanwhile, village-level resistance continues. Vaishali sparked other protests, including in the nearby district of Bhojpur.

"We'll start a people's revolution if we have to," said blacksmith Dharmatma Sharma, founder of a local environmental group.

"Many people are not aware of the effects, especially the illiterate," said Madan Prasad Gupta, a village leader in Bhojpur, while sipping tea with other villagers at the roadside tea shop he built decades ago when he had no idea what asbestos was.

Over his head: a broken, crumbling asbestos cement roof.

___

Follow Katy Daigle on Twitter at http://twitter.com/katydaigle


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Why BuzzFeed is launching its own Hollywood studio

Written By Unknown on Senin, 11 Agustus 2014 | 20.25

Are you ready for "Listicle: The Movie"?

BuzzFeed, the Internet-media company best known for its shareable list-based articles, is expanding across multiple vectors -- including changing the name of its digital-video division into the grandiose-sounding BuzzFeed Motion Pictures.

The move is part of a broader restructuring by BuzzFeed to expand editorial coverage and international presence, and comes on the heels of a new round of $50 million in funding from venture-capital firm Andreesen Horowitz.

BuzzFeed Motion Pictures will encompass "all moving images" -- ranging from animated GIFs to short-form video, and from serialized content to full-length movies.

Ze Frank, formerly EVP of video at BuzzFeed and an online-video pioneer (pictured, above), will lead the division as president of BuzzFeed Motion Pictures and will remain based in Los Angeles. The studio will form a "Future of Fiction" working group to explore the future of long-form, TV and trans-media video. BuzzFeed has enlisted Hollywood producer Michael Shamberg and actor-comedian Jordan Peele (of Comedy Central's "Key & Peele") as advisers.

BuzzFeed, which may look to work with traditional Hollywood studios on joint projects, wants to greatly expand its digital-video footprint. VC investor Kenneth Lerer, BuzzFeed co-founder and executive chairman, cited video as a cornerstone of the company's strategic growth plan.

"The future of content companies is crystal clear: mobile, video, social and tech," Lerer said in a statement. "Expanding BuzzFeed's business across each of these areas is the key to the future."

In other changes, New York-based BuzzFeed announced it will split its current editorial team into three segments -News, Buzz and Life -- to expand content and delineate the differences between the three types of content. All of BuzzFeed's branded-content offerings for advertisers will be centralized into one group, BuzzFeed Creative.

The company also is creating a new distributed division with 20 staffers to create content for social web platforms such as Tumblr, Imgur, Instagram, Snapchat, Vine and messaging apps. Finally, BuzzFeed International later this year plans to expand to India, Germany, Mexico and Japan.

According to BuzzFeed, the new company structure will let it incubate -- as well as acquire -- new companies. "We're in the midst of a historic shift in the media industry where news is increasingly being distributed on social networks and consumed on mobile devices," said Andreessen Horowitz general partner Chris Dixon, who led the investment in BuzzFeed and is joining the board. "We believe BuzzFeed can emerge from this shift as a preeminent media company.

(C) 2014 Variety Media, LLC, a subsidiary of Penske Business Media; Distributed by Tribune Content Agency, LLC


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Medtech industry on life support

More than a year and a half after the implementation of a controversial medical device tax, the industry is still struggling in Massachusetts, experts say.

"I can't tell you how many of my former associates are unemployed," said Ronald Adams, who was laid off from Hologic.

Adams was the senior director for research and development for Hologic, but since he was laid off, he has been taking no salary while he tries to get his startup off the ground.

He said there are some jobs out there, but not many.

"What's out there are not ones that are particularly enticing," he said. "There's not that growth in the industry anymore which is creating good opportunities."

Tom Sommer, head of the Massachusetts Medical Device Industry Council, said medtech companies are still trying to figure out the best way to operate under 
Obamacare.

"I think that companies are grappling not only with the medical device excise tax ... they're also dealing with a new health care environment," he said. "I haven't seen job growth at all in the last year or so."

Still, a report released last week said that most of the 15 biggest medical device companies in the world continued to hire. The problem, Adams said, is the small- and medium-sized companies are not seeing the same growth.

Implemented to help pay for part of the Affordable Care Act, that 2.3-percent excise tax on most medical devices has been controversial and was opposed by many before it went into effect. According to some reports, medical device companies have paid $1.4 billion to the IRS.

Companies are also becoming more conscious of cost, because providers often do not want to pay for the newest — often more expensive — treatments and equipment.

Sommer called it "a new cost-conscious environment."

Because of changes like these, the funding for new medical device startups has fallen dramatically.

A report by the Evaluate Group found that venture funding for medtech companies in 2013 was the lowest in five years.

"When I moved here (in 1995), I could give you a list of 30 medical device startups. Now you could count them on one hand," Adams said. "With all the changes that have happened, the venture community doesn't invest in medical device startups anymore."


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Boston-based robot is meant to aid families

The world's first social robot for the family, "Jibo," is being made right here in Boston by a leading roboticist who believes that in a few years, the platform could be as ubiquitous as the iPad.

"Jibo's role is to be your personal helper," said famed MIT roboticist Cynthia Breazeal, creator of the bot. "To help families and extended families do the wide range of things they need to do."

Available in black or white, Jibo is six pounds and 11 inches of digital personality. Its job is to act like a personal assistant, or a coordinator of family chaos. It connects to devices via Wi-Fi and Bluetooth. It comes with its own storage cloud and the ability to send and receive reminders, take pictures, tell stories and even facilitate video conferencing.

I recently sat down with Breazeal as she demonstrated Jibo. The simplicity of the robot is striking: It's a base that sits at attention and props up a hemisphere-shaped "head." The form factor is a triumph in subtlety, with the smallest movements and expressions giving Jibo the ability to appear to dance, laugh and emote.

A promotional video for Jibo shows the robot reading "The Three Little Pigs" to a child, just as a parent might — playfully and under a makeshift fort.

"Jibo brings all kinds of content to life with engagement and expressivity," said Breazeal. "Jibo isn't an e-reader. It's a storyteller that makes eye contact with you."

It's with that in mind that Boston Children's Hospital has agreed to begin piloting Jibo next year. Already, about 50 robots have been donated to the hospital through a successful crowdfunding campaign.

Breazeal envisions Jibo could serve to make certain people less isolated. Children undergoing treatment are one example, and senior citizens are another.

For instance, she imagines a third-party developer creating an Uber app for Jibo that makes transportation easier for the elderly.

Jibo's ultimate success will depend on generating interest among developers to design apps that extend and expand upon core functions.

For Breazeal, the success of Jibo's crowdfunding campaign was validation that "people are in fact ready to have a social robot in their life." The campaign has raised over $1.5 million in under four weeks. Already, more than 3,000 devices have been pre-
ordered and are scheduled to ship around the end of next year. A home edition costs $499, and it's $599 for the developer edition.

Team Jibo includes leading engineers in Silicon Valley and Boston, speech recognition experts, serial entrepreneurs and even Celtics co-owner Steve Pagliuca, an early backer of the project.

Of course, this technology faces its share of challenges. Any device that relies this heavily on the evolving science of speech recognition will face hurdles, as evidenced by the litany of complaints from owners of Microsoft's Xbox One interactive console.

But Breazeal believes Jibo will survive and thrive because it's a device that encourages human interaction — as opposed to tablets and smartphones that often hog our attention and isolate us.

Said Breazeal, "I think we need to create technologies that bring the family together."


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Auction on New England's tallest lighthouse to end

YORK, Maine — The federal government is set to close out an auction on a Maine lighthouse that is the tallest in New England.

The Boon Island Light Station, off the coast of York, is up for auction until 10 a.m. on Tuesday. Seven people have bid on the lighthouse so far, with the top bid coming in at $19,001.

Boon Island Light Station dates to 1855 and includes a 133-foot tower on a small island about six miles off the southern Maine coast. It is the tallest lighthouse in New England, but not the highest above sea level.

The bidding could possibly be extended.


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TripAdvisor completes $200M purchase of Viator

NEW YORK — Travel website operator TripAdvisor said Monday that it has completed its purchase of Viator, a website that lets consumers review and book trip activities like tours, for $200 million in cash.

TripAdvisor agreed to buy Viator on July 24. The Cambridge, Massachusetts, company says Viator offers more than 20,000 bookable tours and travelers have submitted 600,000 reviews, photos and videos to its site. Travelers Can book trips through Viator ahead of time in 10 languages and 10 currencies. Once they have reached their destinations, they can book activities through the company's app.

TripAdvisor features reader-written reviews of hotels and other businesses on its own site and websites including Airfarewatchdog, BookingBuddy and SmarterTravel.

The company said Viator is headquartered in San Francisco and has 250 employees. President and CEO Barrie Seidenberg will continue to lead the company.

Shares of TripAdvisor closed at $95.29 on Friday. Its shares have risen 15 percent so far this year.


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Judge denies GM motion to dismiss ignition suit

Written By Unknown on Minggu, 10 Agustus 2014 | 20.25

NEW YORK — A Georgia judge has denied a motion by General Motors to dismiss a wrongful death case against the automaker and set a trial date for April 2016.

The family of Brooke Melton, a 29-year-old nurse who died in a 2010 car crash near Atlanta, sued GM, alleging that a faulty ignition switch in her 2005 Chevrolet Cobalt unexpectedly shut off the engine, causing her to lose control of the car.

They settled last year with GM for $5 million, but the case exposed how GM let millions of cars stay on the road even after discovering ignition switch flaws linked to at least 13 deaths. The case led to GM recalling 2.6 million older small cars to replace faulty switches.

The Meltons filed a new complaint in May that GM fraudulently concealed evidence during the first case.

Meanwhile, GM had filed for dismissal of the case because they said it had already been settled, but that was denied on Saturday.

"We continue to believe that the parties reached a good faith settlement last year and that the court's prior order dismissing all claims against GM with prejudice after that settlement prevents plaintiffs from pursuing the same claims a second time," GM said in a statement. "GM will review the court's order once it is entered and will evaluate its options."

Lance Cooper, an attorney for the Meltons, said a judge gave GM two weeks to respond to a document request from the Meltons attorneys. He added it will be up to the jury to decide if the Meltons need to return the $5 million they were awarded in the settlement. They had offered to return it in an effort to reopen the case.

The Melton case touched off a recall crisis at GM that has resulted in 54 recalls involving 29 million vehicles this year. And it brought federal investigations, cover-up allegations and a $35 million fine from federal regulators for delays in reporting safety problems.


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Is it necessary for owner to baby his 2004 Corvette?

I own a 2004 Corvette coupe purchased new in 2003. It has only 6,000 miles on it and is driven once a month in spring, summer and fall. I have a battery tender and had the battery replaced in 2010 for safety. I originally had yearly services, have had the coolant replaced a couple of times again to play it safe. I always have Mobil 1 oil changes and always drive to fully warm up the car — no short trips. I have been going every two years for the past couple of services. The car is covered in an attached garage. I try to get non-oxy gas and put a fuel stabilizer in every fall. Can I go even longer, say three years at this annual mileage? I have developed a small leak of transmission fluid from the transaxle. It appears to stop at a drop or two if I increase driving. I have been told seals can sometimes leak if the car is not driven regularly. What do you think about my maintenance program?

In a word — overkill. Like you, I'm a hard-core Corvette enthusiast. I have a pair now — the 1970 C3 Stingray I've owned and driven since 1972 and a 2009 C6 that I purchased in 2012. For the first two decades of its life, I serviced the C3 within an inch of its life, as you've been doing. Then, as I began driving it less and less each year, I began doing less and less maintenance. I just serviced it this spring — oil/filter/lube/brake fluid — for the first time in four years. The car still runs well, shows no signs of neglect and still puts a smile on my face every time I drive it, about once a month, like you.

I service the C6 per GM's maintenance schedule. I put about 4,000 miles and one oil/filter change per year on the car — no small expense with 10.5 quarts in the dry sump oil system. I change the clutch fluid every couple of months, and the brake fluid every two years. At 19,000 miles, I plan to change the air and cabin filters this year.

Like you, I spent decades over-maintaining my vehicles. Three reasons: I bought them used and had to keep them at least 10 years/150,000 miles; I couldn't afford to have them professionally serviced; and, of course, peace of mind.

Was it necessary? No. Is it wrong to over-maintain? No. It's your vehicle, you obviously are fully vested in owning and enjoying it and if your maintenance schedule gives you peace of mind, continue with it.

One caveat: I wouldn't go longer than two years on the oil and filter — just for the peace of mind.

I have a 2008 Toyota Avalon, excellent condition, 90,000 miles. I have had this car serviced regularly at the Toyota dealership ... oil changes, filters, tire rotations, etc. Now that I am due for 90,000-mile service and a brake job, is it best for me to have this done at the Toyota dealership (more expensive) or at a reliable auto service center, of which it appears there are many?

I looked at the 90,000-mile maintenance schedule for your Toyota and see that the only items requiring replacement are the air and cabin filters, and the engine oil and filter. Tire rotation and a number of inspections are also suggested. I see no reason why these services could not be successfully performed by an independent service agency. The fact that you mention "there are many" and don't identify a specific shop you've dealt with, along with the fact that you've had the vehicle serviced at the dealership so far suggests that you should stick with what's worked for you. The dealer has all your service records and apparently has done satisfactory work for you, so why change?

Paul Brand, author of "How to Repair Your Car," is an automotive troubleshooter, driving instructor and former race-car driver. Readers may write to him at: Star Tribune, 425 Portland Ave. S., Minneapolis, Minn., 55488 or via email at paulbrand@startribune.com. Please explain the problem in detail and include a daytime phone number. We cannot provide personal replies.


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