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Another day of MLSE being MLSE

This new arrangement for the Raptors is messed up

The Raptors announced Tuesday that while Colangelo’s contract as team president is being extended, a new general manager will be hired within the next 30 days.

The changes were announced by Tim Leiweke, who is the incoming CEO of team owner Maple Leaf Sports and Entertainment. Leiweke also said he is moving up his start date from July 1 to June 3.

”We have a lot of work to do in this organization,” Leiweke said. ”We’re not good enough. I believe Bryan can help in a lot of those areas.”

The Raptors were 10th in the Eastern Conference this year, finishing out of the playoffs for a franchise-worst fifth straight season.

”There is accountability here and we need a new set of eyes and a new thinking,” Leiweke said.

Leiweke was hired last month after a successful period in charge of Anschutz Entertainment Group, owner of the NBA’s Los Angeles Lakers, the NHL’s Los Angeles Kings and the Los Angeles Galaxy of MLS.

Leiweke said Colangelo fought ”like heck” to keep his role as general manager.

”Bryan’s probably ticked off at me,” Leiweke said, then paused to chuckle. ”There’s no probably. He’s ticked off at me. This isn’t his perfect world, either. But to his credit, he accepts it.”

Colangelo said he was ”a little disappointed,” but denied being angry at Leiweke.

”It’s a unique situation for me to be in,” Colangelo said. ”Not an ideal situation but I’m going to embrace it and make the most of it.”

Leiweke addressed concerns that keeping Colangelo around would complicate things for any new hire by stressing that the new GM will have complete authority on basketball matters and will report directly to Leiweke, not Colangelo.

”If anyone ultimately disrupts that process, then I’ll clean it up,” Leiweke said.

Colangelo said he understood the message from his new boss.

”The bottom line is, if I get in the way, I’m not going to be around,” he said.

Of course Leiweke wants Toronto to become Canada’s team.

Leiweke said he wants Toronto to celebrate its 20th anniversary as an NBA city by hosting the All-Star Game for the first time in 2016, calling the game ”a must-have.”
He also said he wants the team to build a new training facility and hinted at changes to the Raptors’ brand, acknowledging ”specific” conversations with the NBA about potential changes.

”We absolutely have had conversations about the color and the makeup of our brand, our uniforms and our image,” he said. ”To me, we should be all about the Canadian flag and Canada.

”We are Toronto’s team but I think we have to learn how to be Canada’s team.”

If you want to be Canada’s basketball team, win something.  That is how the Blue Jays did it and that is what the Raptors are going to have to do.  No one feels good about themselves wearing a Raptors shirt because the team is unstable and most often a team of losers.  You want us to care, consistently win.

According to reports, Leiweke didn’t want Colangelo to be kept around and it doesn’t sound like Colangelo wants to stay around.  In other words despite having new owners and a new CEO, MLSE is still MLSE which is bad news for sports fans in Canada.

The going price of being home to an NFL team just went up

Original

The Minnesota Vikings just revealed the drawings for their $925 million stadium in downtown Minneapolis.  The stadium is set to open in 2016, built on the ruins of the Metrodome. Barring any unforeseen holdups, this will be the Vikings’ last season in the Metrodome—they’ll play two years at UM’s TCF Bank Stadium during construction.  Expect a Super Bowl to be coming to Minnesota in the near future.

K bigpic

The public in Minnesota is responsible for $500 million of the cost.  You read that right, they taxpayers are shelling out a half-billion dollars so a billionaire can charge them a massive sum to go into a stadium and watch the game.

Original 1

The worst part of it is that in 30 years, the then owners of the Minnesota Vikings will be back looking for another new stadium.  Then what?  A billion or two dollars from the public purse. 

I am big NFL fan but this is crazy.  The NFL is the most profitable enterprise in North America.  Each franchise is worth around a $1 billion but the public keeps buying them stadiums that charge ticket prices that they can’t afford.  When does it stop?

That and I think I have seen this stadium design before.

Original 2

Oh right, here it is.

Sandcrawler

Sources: Marlins owner Jeffrey Loria personally mandated pitching lineup change

Jeffrey Loria continues to solidify his position as the worst owner in professional sports.  As Jeff Passan writes

Miami Marlins owner Jeffrey Loria personally mandated the lineup card change that flip-flopped starting pitchers Jose Fernandez and Ricky Nolasco in a doubleheader Tuesday and left Marlins players furious with his continued meddling, three sources with knowledge of the situation told Yahoo! Sports.

Loria insisted Fernandez, the team’s prized 20-year-old rookie, pitch in the first half of the doubleheader at frigid Target Field instead of the scheduled Nolasco because the day game was expected to be warmer. The temperature at Fernandez’s first pitch (38 degrees) was actually colder than at the beginning of Nolasco’s start (42 degrees).

Rookie manager Mike Redmond delivered the news to Nolasco about 2½ hours before the first game against the Minnesota Twins, and it did not go over well with him or his teammates. Standard protocol for doubleheaders is that veterans choose which game they want to pitch. Not only did Loria ignore that and further alienate Nolasco, the Marlins’ highest-paid player who has previously requested a trade, he sabotaged Redmond less than 20 games into his managerial career.

By overstepping boundaries no other owner in baseball would dare, Loria presented Redmond with a Catch-22: listen to the man who signs his paycheck and risk drawing the players’ ire, or refuse to kowtow to Loria’s requests and find himself at the mercy of the owner’s short fuse.

So there was no short term payoff and a long term cost but Loria did it anyway.

Following an offseason in which they shed more than $100 million in payroll during an epic fire sale, the Marlins are 5-17, the worst record in baseball. Their beautiful new stadium sits practically empty on a nightly basis, even as the team gives away tickets. Neither free seats nor a public-relations barrage meant to spin Loria and Marlins president David Samson in a positive light seems to be working.

The arrival of Fernandez tried to maximize goodwill. For a low-revenue team such as the Marlins, prioritizing service-time consideration instead is of the utmost importance. Loria ignored that, preferring the splash the young Fernandez could make upon a sterling debut.

And indeed he has started well – too well, arguably, to send him to the minor leagues, which means Fernandez will be a free agent after six seasons. Had the Marlins stashed him in the minor leagues for the season’s first 11 days – a time during which Fernandez made only one start – he would not have been eligible for free agency until 2019.

No players enjoy hitting the open market more than the Marlins’, some of whom refer to free agency as parole. The only true way to build a winner, absent another misguided spending spree, is by changing that perception – by making Miami the sort of franchise for which players want to play.

The latest incident from Loria is simply another reminder: That will never happen as long as he runs the team. After more than a decade as an owner, Loria remains naïve to the real goings-on of a clubhouse – of how an incident such as this doesn’t just affect Nolasco but filters down to his teammates and even the purported beneficiary, Fernandez.

Is Tesla about to revolutionanalize car making?

Whether they succeed or fail, they are changing the way cars are made

Whether Tesla ultimately succeeds or fails, it offers some important lessons. As Mr Passin points out, if a small company like his can produce a new car so quickly and frugally, surely carmaking giants can become leaner too. Another lesson is that when surplus factories are closed, they can sometimes reopen. (Surplus workers too are sometimes recycled: Qoros, China’s new carmaker, hired a lot of skilled people from European manufacturers during the downturn.)

Column: Heavy Prices Paid for Low Taxes

My column in today’s The StarPhoenix

If you happened to have watched the discussions during last week’s city council meeting about snow removal and business taxes in Saskatoon, you would have left with a clear impression: The city is having a hard time paying for basic services.

Lost in the rhetoric over how hard city crews work and how bad was the winter is a simple fact. Council voted against residential snow removal last fall, which created this mess in the first place. Even last week there were news stories about impassable streets.

The reason that councillors voted against residential snow removal was to keep property taxes as low as possible. As the city has proudly proclaimed for years, Saskatoon has the lowest property taxes in Canada among cities of a similar size.

That’s great if you hate taxes. But it’s bad news if you have to pay for things. With taxes this low, you will always have problems with paying for essential services.

If we are going to be the city of the lowest taxes, we will be the city of no snow removal, constant potholes and inferior public transit, because all of those services cost money. We have to cut costs somewhere, and we have cut them on snow removal and on road repair.

We underfund our road maintenance by more than $12 million a year, and that is just to keep our streets at their current levels. To actually repair and upgrade them would cost much more. Instead of paving roads, we patch them, which allows for moisture penetration. With the freeze-thaw cycle that faces Saskatoon regularly, our streets will continue to fail.

To its credit, council has increased spending on road repair, so by 2020 we will have almost reached the levels needed to keep our streets at 2012 levels. By that time the city will need even more money for road repairs, even if the streets are gravel.

Of course we can raise taxes. However, the problem is that once you go on and on about how low your taxes are, it’s really difficult to back away from that. We can talk all we want about wanting to be a world-class city, but you never judge a government by what it says so much as where it spends its money. In Saskatoon’s case, it’s not enough even to maintain our essential services.

There are two ways to deal with this.

One is to cut back more services and get out of a lot of what the city does, such as affordable housing, building parks and funding art galleries. The focus will be solely on roads, snow removal, emergency services and utilities such as garbage pickup.

This approach provides a great value for those that don’t need social services or amenities. They get lower taxes with no noticeable impact on their life in the city. It’s a blueprint that a lot of American cities have adopted. The problem is that no one wants to live or work in those cities once the boom is over.

The other option is to do what Edmonton’s city council just did. It adopted a report titled, The Way We Prosper, which made it clear that the old way using low taxes to attract business isn’t working.

Competitive taxes are important, but they are only a piece of the puzzle. Issues such as building a livable city and integrating Edmonton’s economic development agencies in a better way were listed as higher priorities.

Cities grow because of external market forces. More important than low taxes are the commodity prices that are driving our economy. If these prices bottom out, there is little that low tax rates will do to keep or attract businesses.

On the flip side, companies and people aren’t coming to Saskatoon because of low taxes on properties and businesses. They are coming because Saskatoon is a gateway to a whole lot of prosperity.

For all of Saskatoon’s aspirations of becoming a world-class city, we aren’t even raising enough money to maintain the city we have. Pat Hyde, manager of the city’s public works branch, announced last week that this will be the worst year ever for potholes.

When you don’t bring in enough money to maintain and clear streets, it’s going to be this bad for a lot of years.

There is a reason why our taxes are so low compared to other cities. Those cities know they can’t maintain their assets and provide services at the tax rates the city is charging.

This paper has called for an alternative to property taxes to fund civic services. Until that happens, we need to start charging more unless we want to see a further deterioration in the state of Saskatoon’s infrastructure. It’s a bill that needs to be paid sometime. As much as we hate it, it will require the payment of higher taxes.

© Copyright (c) The StarPhoenix

Who pays for SREDA?

The mayor is off on a trade mission to China.  SREDA points out that they are paying for the mayor’s portion of the trip which is true. 

SREDA and the Mayor’s press release fail to point out that the major portion of SREDA’s funding comes from…. wait for it… the City of Saskatoon.  It includes three members of city council on its board of directors as a result.

To be honest, I don’t care of the city pays for Mayor Atchison’s trip to China or not.  He’s a good salesperson and networker and will do a good job in representing the City of Saskatoon and it’s business interests but it bugs me that we play these games instead of coming out and just saying what is going on.  Taxpayers are paying for part of the trip.

Of course in the process of answering Jennifer Quesnel’s questions about the trip, SREDA CEO said this.  Someone needs to let SREDA know that as a partially taxpayer funded organization, people are going to care how that money is spent.

Top Conservative Fundraising Firm Lays Off Staff

This is interesting

The company behind the Conservative Party’s powerful fundraising and voter-identification machine has been laying off staff and borrowing millions of dollars at high interest rates as it faces an “extremely challenging” cash crunch.

The Toronto-based iMarketing Solutions Group Inc. (iMSGI) last week issued layoff notices to an unspecified number of telephone workers in its call centres across the country.

The company posted a net loss of $3.9 million in the quarter ended last September, citing a downturn in its U.S. business and a “significant decrease” in its Canadian political fundraising and direct voter-contact work.

Under the name Responsive Marketing Group (RMG), the company performed the Conservatives’ voter-contact operations during the last election and was also hired to make calls for the campaigns of 90 Conservative candidates. RMG continues to work as the party’s telemarketing fundraiser.

The Tories have excelled at fundraising through the dexterous use of databases of known and likely supporters willing to make small donations when contacted by phone by RMG.

RMG has provided similar services to the Ontario Progressive Conservatives, the Wildrose Party in Alberta, the Saskatchewan Party and the B.C. Liberal Party.

But iMSGI is now cutting back on cold-calling to raise money for its roster of mostly conservative political clients, instead focussing on higher-yield calls to likely donors, according to a letter obtained by the Ottawa Citizen.

The letter from iMSGI’s human resources director Stephanie Hornby to laid off staff members said that “circumstances relating to economic pressures has resulted in iMarketing Solutions Group Inc. (iMSGI) to (sic) make the decision to temporarily cease new donor acquisition calling and focus resources on retention calling and high value house-calling.”

Calls soliciting new donors are less profitable for call centres than “retention” calls to people who have given money in the past.

“The nature of our business often necessitates ramping work up and down based on business requirements,” Chief Executive Officer Andrew Langhorne said in an email on Friday.

While some of Twitter are gloating over a Conservative firm’s demise, I am assuming they had to ramp up and expand to deal with the federal and provincial elections in the last two years and now are in an electoral down cycle with far less business coming in from Canada and the rather quiet American election cycle.  To be honest, fundraising for the B.C. Liberal Party doesn’t seem like a lot of fun right now.

It does give you an idea of how political fundraising works and how hard it is to sustain it.  Some might find it interesting that the Saskatchewan Party hires outside the province fundraisers.  So much for a “Made in Saskatchewan” solution for the party.

New Apple HQ to cost a cool $5 billion

From Business Week

Jobs displayed several renderings of a headquarters intended to accommodate more than 12,000 employees in a single, circular building. “It’s a little like a spaceship,” he said of the massive, four-story ring, which, at 2.8 million square feet, would be two-thirds the size of the Pentagon and set among 176 acres of trees where today there are mostly asphalt parking lots. “We have a shot,” he said, “at building the best office building in the world. I really do think that architecture students will come here to see it.”

Jobs died four months later, before the final plans could be submitted to Cupertino city planners, but he had made it clear that this corporate Shangri-La would be expensive. Apple would add 6,000 trees and hide nearly all the roads and parking spaces underground. There would be plenty of cafeterias, including one that could handle lunch for 3,000 employees. Jobs highlighted the main building’s curved exterior walls. The plans call for unprecedented 40-foot, floor-to-ceiling panes of concave glass from Germany. Before the Cupertino council, Jobs noted, “there isn’t a straight piece of glass on the whole building … and as you know if you build things, this isn’t the cheapest way to build them.”

He had that right. Since 2011, the budget for Apple’s Campus 2 has ballooned from less than $3 billion to nearly $5 billion, according to five people close to the project who were not authorized to speak on the record. If their consensus estimate is accurate, Apple’s expansion would eclipse the $3.9 billion being spent on the new World Trade Center complex in New York, and the new office space would run more than $1,500 per square foot—three times the cost of many top-of-the-line downtown corporate towers.

Before his death, Jobs had hoped to break ground in 2012 and to move in by the end of 2015. Apple will start tearing down the 26 buildings on the site in June, according to another person familiar with the plan. At the company’s annual meeting on Feb. 27, Chief Executive Officer Tim Cook said the move-in date has been pushed back to 2016. Apple declined to comment for this article.

One reason for the new timetable, say three people who have spoken to Apple personnel about the project, is that the company has been working with lead architect Foster + Partners to cut $1 billion from the budget before proceeding. Jobs and Apple first hired Norman Foster’s firm, renowned for the rebuilt Reichstag in Berlin and Hearst Tower in New York, in 2010. Apple has named a general contractor—a joint venture of DPR Construction, in Redwood City, Calif., and prefabrication specialists Skanska USA Building in New York—but has not finalized agreements with the scores of subcontractors needed to complete the job. Some contractors will be submitting bids by May. There’s so much dirt to be removed, excavating the site will take six months and require a continuous, 24-hour convoy of trucks, says a former Apple manager who heard a presentation from Foster’s firm.

Cost overruns are to be expected on large construction projects, and the scale of this one has evolved—from an initial plan to accommodate 6,000 employees, to offices for 12,000 or even 13,000 in one place. Meanwhile, $1 billion is still less than 1 percent of Apple’s $137 billion in cash reserves. Yet the multibillion-dollar budget for Campus 2 could add fuel to the debate about what Apple’s doing with all its money. Investors didn’t squawk much when Apple was dominating the smartphone and tablet market, but shares have fallen 38 percent since September amid rising competition from Samsung Electronics and concerns about Apple’s product pipeline. Now shareholders are calling for a big dividend, stock buyback, or, in the case of Greenlight Capital’s David Einhorn, the issuance of a new class of preferred shares. Apple has hinted it might oblige in some way, but critics are sure to question whether curved glass is the best use of funds. “It would take some convincing for me to understand why $5 billion is the right number for a project like this,” says Keith Goddard, the chief executive of Tulsa-based Capital Advisors, which owns 30,537 shares of Apple. “This is rubbing salt in the wound, to spend at a level that most anyone would say is extravagant, at a time when they’re being so stingy on dividends.” If the stock continues to underperform, Goddard predicts, “this headquarters would perpetuate the negative story.”

Learning to love big oil

Don’t criticize me for posting this, I am from Alberta after all. 

The drivers of the trucks are here for the same reason I am: the boom in drilling for oil and natural gas. The vast, dry lands south of Vernal hold about half of the state’s active rigs and present a veritable smorgasbord of opportunities for energy extraction: shale aplenty, fracking for both oil and natural gas, and even the state’s very own poised-to-open tar sands. Uintah County has been Utah’s main oil producer for more than 70 years. As far back as 1918, National Geographic extolled the area’s potential: “Campers and hunters in building fires against pieces of the rock had been surprised to find that they ignited, that they contain oil.” In other words, what is happening here is no nouveau drilling dalliance, no young sweetheart in first flush, freshly wooed, like the Bakken Field in North Dakota, but an on-again, off-again affair that has been going on for decades.

It is that affair that interests me, with all the salacious details of how Big Oil sidles up to a town, flirts with it, and wins it over. Not to mention what happens if — or, more accurately, when — the wooer decides to ditch the wooed.

In Vernal, population 9,000, evidence of earlier wooing abounds. A quick ride around town reveals Big Oil’s equivalent of a dozen roses or a box of candy. There are shiny new schools and municipal buildings and ballparks. The Western Park Convention Center, covering 32 acres, is one of the largest buildings of its kind in the West. Not every town hosts a golf tournament called Petroleum Days or throws a music festival — like last summer’s weekend-long Country Explosion — co-sponsored by a maker of centrifuges and mud/gas separators. Then there’s the Uintah Basin Applied Technology College, a beautiful sandstone building with the streamlined look of a brand-new upscale airport.

On my first visit to Vernal, in the heat of July, I peeked in on a class called Well Control, where a movie was being shown that, unlike the grainy safety films of my youth, had the production values of a Spielberg movie. There were models of oil derricks in the lobby, with the name Anadarko, the giant Texas oil company that is one of the area’s main employers, prominently displayed. In this case, Anadarko’s particular bouquet was a $1.5 million gift for construction and faculty endowment.

It was a short drive over to the rec center, a looming spectacle of oaken beams and concrete and great sheets of glass that revealed within Olympic-size pools and running tracks and climbing walls and squash courts. It looked as if Frank Lloyd Wright and Frank Shorter had gotten together to build their dream house. This building points to one of the less obvious ways the town has been wooed. While Anadarko alone paid $14 million in county property taxes last year, the total income for Vernal and Uintah County from oil and gas far exceeds this number, as a result of sales tax, production taxes, mining royalties, and lease payments on federal land. In other words, the building is not a gift outright but the metaphoric equivalent of Big Oil saying, “Here, honey, go buy yourself something nice.”

It starts out well

“When I first came here in the seventies, it was a beautiful place,” Herm said. “A lazy Main Street lined with cottonwoods. The old booms had faded, and the two top businesses in town were agriculture and tourism. People came to see the dinosaur quarry at the park. People came to float on the river.”

He held out his large hands, palms up. “And what are we left with now?”

Certainly not tourism. A tourist would be hard pressed to find a hotel room in Vernal. In fact, while oil jobs and the services that support them have been rising, the numbers of people employed in agriculture and recreation have fallen dramatically.

And then there were the busts. Herm remembers the last one. Storage lockers of people’s possessions being auctioned off. Houses foreclosed. He is not against drilling, he told me, but what is lacking is perspective and long-term thinking. The problem is exemplified by the archetypal Vernal high school student who drops out, lured by the chance to make money working in the oil fields, and buys a house, a big truck, some ATVs.

“What happens if that job goes away?” Herm asked. “He is left with no education, many debts.” In fact, at the public meeting where Herm questioned the oil orthodoxy, a boy just like that stood up and said, “If we don’t keep drilling, how will I pay for everything?”

Herm wasn’t trying to drive oil out of town. He was merely suggesting that Vernal proceed with some restraint and consider investing in the future. For that he was greeted with fury, even death threats.

Over the past 40 years Herm had seen Big Oil bring its gifts, and its gifts were shiny. But he had also seen oil and chemicals foaming and floating down the Green River. He had seen rising crime, prostitution, spousal abuse, and a culture defined by the twentysomething males who come to work the oil fields. (Utah has a higher incidence of rape than the national average, and Vernal has a much higher rate than the state as a whole.) Air quality has dramatically worsened; last winter’s ozone levels in the county rivaled those of Los Angeles.

All this has made Herm a little less giddy than most about Vernal’s prospects.

“I’ve been through it before,” he said. “They come into your neighborhood. They change your neighborhood. Then they move away. And we’re left to pick up the pieces and pay the bills.”

The party does always end but it’s going to be going on for a while, even in towns like Vernal.  Yet even in Alberta, the party may not end, it may be occasionally interrupted. 

The mall of the future

We won’t be shopping as much

As growing numbers of shoppers move online, European mall owners are looking to pull in customers by including services that can’t be replicated on the Web like hospital care and government offices.

Malls must become more like full-service community centers to survive in the face of a growing list of failed retailers like HMV and Blockbuster, property experts at the annual MIPIM trade fair in Cannes, France, told Reuters.

On the flip side of that retail revolution, the experts see big gains in warehousing as more goods are sent and returned via post.

“The days of the stand-alone mall are numbered,” said David Roberts, the chief executive of architect Aedas, one of the five largest practices in the world. The company has been involved in city masterplan projects in Asia, Europe and the Middle East.

“In 20 years time you will find stores that sell books and DVDs replaced by sites that give people a reason to go the mall … art galleries, education centers and health and spa treatments.”

Florencio Beccar, fund manager of CBRE Global Investors European shopping centre fund, cited the recent purchase of a mall in Germany, saying the fact it included a large medical centre was “a big plus”.

“I once saw a clinic in a Brazilian mall where you checked in and are buzzed on a device when they are ready. In the meantime you go shopping,” he said. “With the ageing population in Europe you can see that happening more and more.”

High paid Democrat lobbyist convinces EPA to pollute pristine Texas aquafer

Oh yeah, it was also in an area parched by drought

When Uranium Energy Corp. sought permission to launch a large-scale mining project in Goliad County, Texas, it seemed as if the Environmental Protection Agency would stand in its way.

To get the ore out of the ground, the company needed a permit to pollute a pristine supply of underground drinking water in an area already parched by drought.

Further, EPA scientists feared that radioactive contaminants would flow from the mining site into water wells used by nearby homes. Uranium Energy said the pollution would remain contained, but resisted doing the advanced scientific testing and modeling the government asked for to prove it.

The plan appeared to be dead on arrival until late 2011, when Uranium Energy hired Heather Podesta, a lobbyist and prolific Democratic fundraiser whose pull with the Obama administration prompted The Washington Post to name her the Capitol’s latest “It girl.”

Podesta — the sister-in-law of John Podesta, who co-chaired President Obama’s transition team — appealed directly to the EPA’s second in command, Bob Perciasepe, pressing the agency’s highest-level administrators to get directly involved and bring the agency’s local staff in Texas back to the table to reconsider their position, according to emails obtained by ProPublica through the Freedom of Information Act.

By the end of 2012, the EPA reversed its position in Goliad, approving an exemption allowing Uranium Energy to pollute the aquifer, though in a somewhat smaller area than was originally proposed.

An EPA spokesperson said companies routinely lobby the agency on regulatory issues and that Podesta’s entreaties to Perciasepe, now the agency’s acting administrator while Obama’s nominee to head the EPA, Gina McCarthy, awaits confirmation, played no part in the agency’s final decision.

“Bob’s involvement was literally a part of what he does on a weekly or daily basis,” the spokesperson said. “Lobbyists, etcetera, get in touch, he meets with them, he points them in the right direction.”

Factors other than Podesta’s efforts clearly weighed on the EPA as the Goliad case played out, including the agency’s fraught relationship with Texas officials and the Obama administration’s desire to demonstrate support for energy development.

Still, documents leave little doubt that Podesta, described by Corporate Board Member magazine as the number one person “you need to know in Obama’s Washington,” kept the Goliad County issue alive when the EPA’s scientific analysis seemed to doom it to failure.

Two thoughts.  

  1. Remember when you all foolishly thought Obama was a liberal?
  2. Why do governments even hire scientists when lobbyists can have then overruled?

The Bronzer

This was a lot of fun to watch.   You can follow Stu Larkin on Twitter and find out more about the company here.

Home Depot is “listening” to us as we shop

An interesting way to track us as we shop, via our smartphones

A company called Euclid Analytics uses the Wi-Fi antennas inside stores to see how many people are coming into a store, how long they stay and even which aisles they walk. It does this by noting each smartphone that comes near the store, feeding on every signal ping the phone sends.

Using the information, retailers can tell whether someone walked by the store, whether a customer came in and how long the visit lasted. If it is a big store, with a couple of Wi-Fi antennas, the owner can start to see where in the store someone went.

Euclid is three years old and has about 100 customers, including Nordstrom and Home Depot. It has already tracked about 50 million devices in 4,000 locations.

The big initial use is the so-called bounce rate, or the percentage of people who come into the store who leave without making a purchase. But the technology also helps stores make sure that there is enough sales help or that enough registers are open. By seeing how people move in a store, retailers can also better determine where to place low-profit and high-profit items.

Mr. Smith says Euclid has more data than it gives to customers. It gives its customers only anonymous data in a collected form, so individuals won’t be targeted. Stores using the technology may also put stickers in their windows telling customers they are being monitored and allowing them to opt out

It’s likely, however, that over time Euclid and its partners could add an opt in feature, where people choose to be recognized, the way registered Amazon.com customers are greeted when they come to a site. Then people might be offered, say, free parking for staying 20 minutes in a store, or they could get a discount for visiting three times a month.

While the technology has changed, the practice hasn’t.  Retailers have always been obsessed over this kind of information.

The Business Case for Complete Streets

The Australian Heart and Stroke Foundation makes the business case for complete streets and walkable neighbourhoods.  

The importance of a high quality streetscape can be seen by comparing it to the impact where the streetscape is poor. Oxford Street offices command a lower rent than the surrounding areas due to the concentration of traffic15 and in other London shopping streets, tenants on the asphalted side of a road compare their situation unfavourably with the tenants on the other side of the road, which is paved with York stone. One of the interviewees stated that the company has ‘considered disinvesting’ from areas where the streetscape was felt to be very poor.

A London study found that improvements in the street design quality can add an average of 4.9 per cent to retail rents of all shops and premises located on the high street. The most
important street elements for users were: lighting, footpath quality and maintenance, vehicles not parked on the footpath, provision of crossings, local area maps, information boards and signed routes.

Purolater vs. UPS vs. Boston Pizza

On Valentines Day Wendy and I went to the Boston Pizza on 51st Street.  It was a horrible experience in every way other than being with Wendy.  The service was bad, the appetizer and food was cold, and when we sent it back, it came back overcooked and cold.  Not easy to do.  We complained about it online and we got a phone call back asking the details of the encounter.  I am not one that complains to get free stuff and when they asked if we wanted a gift card, we declined.  I have been going to that location since about 1988 and just want better service.

Last week I also joked online about a camera I ordered being late and stuck in Purolater’s warehouse.  It wasn’t a complaint, things get delayed and I was sure it was going to escape Toronto as soon as it could.  A couple of days later on Twitter a Purolater rep asked for the details which I sent.  They opened a file on it, tracked it down and freed my camera from T.O. and sent the little guy west.  This morning I got a phone call from Purolater telling me that is was on truck 4 and would be at my house soon.  I assume Wendy and Mark are playing with it right now (that wasn’t part of the plan).  

I appreciated both Boston Pizza and Purolater trying to make mistakes right.  I am not that upset at either one of them although I am rather reluctant to head back to BP on 51st for a while.

UPS is an entirely different matter.  When they lost a package right before Christmas that was Oliver’s Christmas gift (his pogo stick), I was told to email them.  I did and got nothing back.  I called and was treated rudely.  They actually blamed Amazon which is weird as Amazon’s job was to make sure the address was right and the package was in one piece.  They even blamed my neighbourhood.  I was shocked and vowed never to use UPS again if I could help it.  As it turned out, Amazon picked up the slack, refunded my money and shipped a replacement out overnight for me for free.

Meanwhile I walked away from Purolater and Boston Pizza thinking that at least they cared.  We all make mistakes but they were the only ones that tried to fix them.  UPS has something to learn.