Tag Archives: thinks

Breaking: Cadillac Fairview Thinks Toronto Ready for New Tower

Realty Company Will Move its Parent Corporation Into $800 Million, 46-Storey Structure Planned for Fall of 2022

Courtesy: CNW Group/Cadillac Fairview Corporation Limited.Cadillac Fairview

is teaming up with the Investment Management Corporation of Ontario on a new $800 million, 46-storey office tower for downtown Toronto with Cadillac’s moms and dad corporation devoting to move to the building.

Ontario Teachers’ Pension Plan will be the initial client for the building at 160 Front Street, which is slated to open in the fall of 2022.

” This city continues to experience record-low job rates, sustained by demand for quality, sustainable workplace across a broad variety of customers, and in particular the tech and monetary sectors,” stated John Sullivan, president and president of Cadillac Fairview, in a statement. “With space accessibility in downtown Toronto at the most affordable level in over 25 years, we see significant chance for this advancement.”

Cadillac has $1.5 billion of substantial office tasks under development, including a $479 million structure at 16 York Street in Toronto, the $200 million BMO School at CF Toronto Eaton Centre, a $60 million revitalization of 2 Queen Street West and the $25 million redevelopment of a former Sears area at CF Champlain in Moncton for TD Bank Group.

In addition to the 1.2 million-square-foot workplace part, Cadillac’s most current advancement for downtown Toronto will consist of 339 parking stalls and 12,290 square feet of retail space.

Teachers’ has offices in the Xerox Tower at 5650 Yonge Street in the north end of the city where it inhabits near 190,000 square feet, inning accordance with CoStar information.

” Toronto is a lively and worldwide city, and the downtown core is a major hub of financing. Our company believe this is the correct time to prepare our relocation better to our partners and the swimming pool of talent we will need to see us into the future. This brand-new building will have lots of appealing aspects to assist promote team effort and innovation, in a healthy and sustainable environment that is close to many different transit choices,” stated Ron Mock, president and chief executive of the Ontario Educators’ Pension Plan, in a declaration. “We are very happy to be moving into a structure run by Cadillac Fairview, our property subsidiary and a global designer of leading-edge office.”

Sullivan stated its most current jobs shows demand for “prime urban areas,” and belongs to the demand for premium, amenity-rich office environments throughout the nation. “We take great pride in our ability to work with our clients to satisfy those requirements ultimately,” he stated.

Cadillac said 160 Front Street will be designed by Adrian Smith + Gordon Gill Architecture, in partnership with B+H Architects as the architect of record, and will offer an unique silhouette on the downtown skyline while meeting potential occupant “desire for effective style and environmental sustainability in both construction and operation.”

The site is one city block from Union Station and with neighboring access to the Gardiner Expressway.

Cadillac said its partnership with the Investment Management Corporation of Ontario represents a continued cooperation on a number of jobs on behalf of the latter’s customer, the Ontario Pension Board. Their partnerships consist of the new workplace tower under building at 16 York Street in Toronto, in addition to ownership in existing workplace homes in Toronto and Vancouver, consisting of RBC Centre and Toronto-Dominion Centre.

” Buying real estate is an integral part of our investment strategy since it is well-aligned to Ontario Pension Board’s return objectives,” said Brian Whibbs, managing director of realty for IMCO, in a statement. “We value our strong relationship with Cadillac Fairview, and we are happy to be a part of this amazing project, as we continue to concentrate on delivering value to OPB through the acquisition and advancement of premium assets that generate strong outcomes over the long term.”

Garry Marr, Toronto Market Press Reporter CoStar Group.

Should phones be prohibited from classroom? One Las Vegas school thinks so


Todd Anderson/ The New York Times

Meagan Strickland, 13, utilizes her iPhone 4s and a school-owned iPad 2 throughout a history class at New Smyrna Beach Intermediate School in New Smyrna Beach, Fla., Jan. 11, 2013.

Monday, Feb. 12, 2018|2 a.m.

Going to a performance or show where phones aren’t enabled is ending up being prevalent– but it isn’t really simply artists who are asking for phone-free areas. One Las Vegas school is phasing in phone-free class with the help of a business called Yondr. Founded in 2014 by CEO Graham Dugoni, Yondr is an easy concept that helps people break the cycle of continuous media stimulation and help them in engaging with the real life, all by simply locking up their smart devices.

Sierra Vista High School Principal John Anzalone had actually spent months brainstorming the best ways to curb student mobile phone usage in class, but it wasn’t till he visited Chris Rock carry out standup that he discovered a solution.

“Each month we have conferences where instructors concern me and each month it was the exact same thing: cellular phones,” Anzalone said.

Per Chris Rock’s demand, the show needed that the audience lock their phone in a Yondr case before going into the venue. If a visitor required their phone for any reason, they could leave the theater and swipe the case versus an unlocking base to recover it. “So I’m sitting there through the show and I’m so engaged. I’m not fretted about who’s texting me, I’m not inspecting social media, I’m not examining basketball ratings, and I take a look around and no one is taping the show,” Anzalone says.

He left the program and understood that Yondr might be the option at school, too. The principal drifted the concept to a handful of instructors and instantly acquired five sets to pilot the devices.

“Within two weeks they were the hit of the school,” Anzalone stated. “Numerous kids said, ‘I have not paid this much attention in class because the third grade.’ That gave me chills, since as a principal, this is my No. 1 job, to obtain trainees throughout the phase.” He admits that for the first couple of days, trainees didn’t understand what to do without a mobile phone by their side. “They were unsteady almost,” he said. “It actually revealed the dependency that these phones offer to kids.”

Now, Yondr is being utilized in 20 class at Sierra Vista, and 8 other high schools will begin evaluating the program this year, according to a Yondr representative. As for Yondr’s creator, Dugoni states it’s his way of helping people preserve significant moments– and absolutely nothing could be more meaningful than an education.

“For me, I didn’t think link culture contributed to actual learning,” the CEO states. “It’s type of impossible to do if you have gadgets everywhere.”

Dugoni isn’t versus the technology, he says, we just haven’t established the right social structure for handling such widespread cellular phone use.

“If you take a look at what a mobile phone does, it’s tough to resist,” Dugoni states. “It’s hyper-visual stimulation and it’s tough not to look. Any tool you use throughout the day every day, it’s definitely going to pattern your nerve system … Individuals used to smoke on airplanes and now we go of course you cannot. Smart devices are truly significantly new, so the best ways to deal with all the implications are [likewise] brand-new.”

Whether it’s at a concert, at work or at school, many people appear to agree that phone-free spaces are becoming more needed than ever. It’s “a way for individuals to temporarily disconnect, a way for people to have some element of privacy and for artists to be genuinely uninhibited,” Dugoni states. “Our company believe it’s all kind of part of the next wave.”

For additional information on Yondr, check out overyondr.com.

Quality Care Characteristic Thinks about Abandoning REIT Status to Save Largest Occupant


HCR ManorCare Falls Behind in Full Lease Payments, Pursues Out-of-Court Restructuring

Quality Care Characteristic(NYSE: QCP), the new healthcare REIT established by HCP last year to take the struggling skillled nursing center operator, HCR ManorCare Inc., off its hands, is dealing with a challenging choice.

With HCR ManorCare falling back in lease and doggedly pursuing an out-of-court restructuring, Quality Care Residence is thinking about taking over the struggling knowledgeable nursing center operator, which is by far its most significant occupant.

However, as QCP recently acknowledged, such a move could trigger it to lose its REIT status.

Quality Care Characteristic was formed in 2016 when HCP Inc. (NYSE: HCP) spun off HCR ManorCare and other health care-related residential or commercial properties. While freeing itself from ManorCare allowed HCP to focus on higher-growth opportunities in its diversified healthcare realty portfolio, it saddled Quality Care Residences with the prospect of a tough turn-around scenario.

As of March 31, Quality Care’s holdings consisted of 257 post?acute/ competent nursing homes, 61 memory care/assisted living properties, one surgical hospital and one medical office building throughout 29 states. HCR Manor Care leases 292 of the 320 residential or commercial properties, accounting for 94% of QCP’s revenue.

The REIT divulged that HCR ManorCare is in default of its master lease contract, behind completely rent payments, and HCR’s lending institutions have also accelerated loan repayments from the Toledo, OH-based nursing center operator.

The operator’s difficulties are not brand-new to Bethesda, MD-based Quality Care. HCP started the spin-off as part of a strategy to enhance its portfolio performance, which was being obstructed as the wider proficient nursing center market continued to experience challenges from much shorter lengths of stays for homeowners, changes in Medicare repayment designs that decreased reimbursement rates, and lower resident counts.

HCR ManorCare’s monetary difficulties escalated this spring. In April, the company participated in a forbearance arrangement with HCR ManorCare concurring not to pursue “workout of treatments” readily available to it as a result of HCR ManorCare’s default under its master lease and security arrangement.

The forbearance contract required, to name a few things, that HCR ManorCare pay $32 million in lease on the first of April, Might and June of 2017, with up to $7 countless the amount received monthly possibly avilable in loans back to HCR ManorCare.

This month, HCR ManorCare just made a $15 million rent payment, less than half its overall under the forebearance contract, according to a Quality Care filing with the U.S. Securities & & Exchange Commission.

HCR ManorCare notified Quality Care that its protected lending institutions have actually accelerated their loans and that the minimized lease payment “corresponds to the amount that it believed to be appropriate to pay at this time because of the impressive acceleration by HCR ManorCare’s protected lending institutions, the desire to preserve liquidity for its stakeholders, the incurrence of expert charges and other restructuring expenses and newly supplied HCR ManorCare management projections of minimized cash flow from the QCP-owned assets.”

HCR ManorCare also forecasted a decrease in the future financial efficiency compared to forecasts it made earlier this year.

Quality Care said it continues to be in conversations with HCR ManorCare about its lease default and a prospective out-of-court restructuring, stating it “thinks that an out-of-court restructuring will need a substantial decrease in HCR ManorCare’s liabilities, but included it might offer no assurance that the necessary contracts among stakeholders would be reached.

On the other hand, QCP stated it is considering all alternatives, consisting of taking full equity ownership of HCR ManorCare.

While Quality Care thinks such a restructuring would allow HCR ManorCare’s to produce a sustainable company operation, if it were to occur, it would also suggest that QCP would not have the ability to retain its REIT status.

Piff thinks out of the box, Heidi doesn’t; Town individuals anticipate Route 91 return



Shania Twain, Piff the Magic Dragon and Mr. Piffles at the Colosseum on Tuesday, June 3, 2014, in Caesars Palace.

Friday, Oct. 16, 2015|5:14 p.m.

. The Kats Report Bureau at this writing is an enclave of peacefulness simply around the corner from Mayweather Boxing Club.

All I’ll state about these particular training centers is those inside are apt to punch it out, and hug it out.

Onward …

– The city’s preferred breath of fresh air, Piff the Magic Dragon, is returning to the Vegas phase in “America’s Got Talent Live” from Thursday through Oct. 24 at World Hollywood’s PH Display room.

The program’s Season 10 champion, ventriloquist Paul Zerdin, headings the production, and finalist comic Drew Lynch likewise is set up to carry out at the former “Peepshow” venue.

Under his given name of Jon van der Put, Piff and his Chihuahua sidekick, Mr. Piffles, appeared on Friday’s episode of “Kats With the Meal.” He stated he did not want to win the show, as his dour and deadpan character plays far more successfully as a loser than a winner of the show.

“There is absolutely nothing about my character that screams ‘champ,'” Van der Put said throughout the show. “As a comedian, it’s far much better for me to have lost the program.”

Van der Put said his magic may have been a bit too persuading for at least one of the judges. After one of his techniques, in which Mr. Piffles is seemingly stuffed in a little box, Heidi Klum whined to him, “I believe it’s terrible to put a dog in a box like that.”

“You do know what I do for a living?” Van der Put replied, not bothering to add that the dog was not really trapped in a box for the whole trick. Fortunately, for him and for Klum, he didn’t saw Mr. Piffles in half …

– On the subject of magic, stuff being cut and assembled again …

The relaunch of Criss Angel’s “The Supernaturalists” is official: The show goes back to the stage Nov. 11-15 at Fox Theater at Foxwoods Gambling establishment Resort (or Felix’s Funhouse, so called by me for hotel President and CEO Felix Rappaport). The show goes back to the vast home in Connecticut on Dec 16-20.

“The Supernaturalists” halted its U.S. trip today after a stop Tuesday and Wednesday in Toledo, Ohio, during which Angel appeared onstage rather than in video from Las Vegas. He joined the tour in the days after among the 9 magicians in the lineup, Krystyn Lambert, left due to the fact that of an Achilles’ tendon tear, which was the reason given for the tour’s truncation. Knocked out were dates through Pennsylvania; Washington D.C.; Baton Rouge, La.; and San Antonio and Austin, Texas.

Angel likewise is performing in “The Supernaturalists” reveals at Foxwoods, where his live program “Mindfreak Live” did sold-out company this year. No word on whether Krystyn (her singular stage name) will be ready to go back to the phase then, or if Angel is to summon a new female magician– and there is one, Chloe Crawford, who leaps to mind– to the cast.

– The passion for a step by Route 91 Harvest country festival from Las Vegas Town to Las Vegas Celebration grounds for its October 2016 return appears premature. MGM Resorts authorities, expressly Senior Vice President of Home entertainment Chris Baldizan, have actually envisioned the festival’s step north from the 15-acre Town to the 50-acre Las Vegas Celebration Grounds (that figure counts the entire area, not simply exactly what has actually been used for Rock in Rio).

Route 91 Harvest’s ticket sales did show a significant improvement over 2014, offering out at 25,000 fans per night over three nights on a tightly packed parcel throughout from Luxor and Mandalay Bay. The durable sales caused the sensible expectation that the next celebration would be provided some space to breathe and grow at the larger Celebration Grounds venue on the Strip and Sahara Opportunity.

However more just recently, in the days following the 2nd Wine Enhanced Celebration last weekend (which drew a decent 5,000 on Friday night and 7,000 Saturday), word is that Route 91 marketer Live Country prefers returning once again to the Town.

The Route 91 choices are easy: Grow the festival at its current ticket rate with the characteristically strong lineup and move it north, improving attendance by a few thousand and adjusting the celebration area appropriately (more than 15 acres and less than 50 acres). Or, keep the ticket sales capped at this year’s level and increase ticket costs, therefore enhancing revenue and keeping the show on a space that, many festival-goers concur, is more viscerally enticing than the Celebration Grounds.

The Town’s excellent view of the resorts on the south end of the Strip has ended up being into a significant illustration component for the Village (look into my groovy Instagram images of the Town view during shows there). Unless Live Nation and MGM Resorts specifically agree to move the show north, anticipate the exact same sort of Path 91 Harvest celebration next year– and to pay more for that experience.

– “Alice– A Steampunk Rock Performance” blew up Brooklyn Bowl on Tuesday night, and not unexpectedly. Production founder Anne Martinez provided on her guarantee of innovative aerial acts, a cigarette smoking pre-show (much of that aerial) carrying the “Alice” theme, and even impressive LED complements from the bowling lanes on house left.

In terms of quality and amount, the turnout was fantastic, about 360 paid with tickets set at $30 a shot, $15 a ticket for residents and an industry-heavy audience on hand.

Martinez and co-lead Ashley Fuller made it over simply after 11 p.m. from their respective programs (Martinez in “50 Shades! A Parody” and Fuller in “Jubilee,” both at Bally’s).

Martinez its still “in talks” (and truly, aren’t all of us?) with the bookers of the space and is positive she can parlay Tuesday’s performance into a more recurring role at the Bowl. A residency has actually always been the objective. The trick is to discover the tipping point where “Alice” can pull in the break-even numbers each break– and Martinez wants a for-real, sit-down, nightly residency at such a location as Brooklyn Bowl. The skill, dedication and execution of the entertainers is indisputable. Discovering an audience of Vegas visitors that “gets” this musically muscular, steam-punk rock show is the next job.

– Word is infiltrating the scene about an intriguing location being developed at New York-New York. This is a convention area with entertainment choices, a seating capability of 300 or so, in the unused area atop Tom’s Urban facing the hotel’s sports book. It is to be open in early 2016, with no company plan of programming yet identified.

– A terrific moment Wednesday night from Gordie Brown’s media performance at Golden Nugget: I took my seat in the display room while carrying a glass that was formerly loadeded with carbonated water. As I settled in, the person next to me dropped a $1 costs atop the ice in that glass.

“Here,” stated funny legend Marty Allen, cracking smart at age 90. “You’ve made it.”

State this for Allen: He still has the shtick. But he no longer has his first dollar …

Follow John Katsilometes on Twitter at twitter.com/JohnnyKats. Likewise, follow Kats With The Dish at twitter.com/KatsWithTheDish.

Why Haggen grocery chain thinks it will be a hit with buyers in Southern Nevada



Haggen Pacific Southwest CEO Bill Shaner.

Friday, May 29, 2015|2 a.m.

. A growing name in the grocery video game is concerning Southern Nevada next month.

Haggen Inc. recently purchased 7 Vons and Albertsons shops in the area and will certainly transform them to the Haggen Food & & Drug store brand in the next few weeks.

Nevada consumers might not be familiar with the Bellingham, Wash.-based chain, which was established in 1933. Haggen states it intends to be a one-stop store concentrating on fresh, locally sourced items together with huge brand names.

Last year, Albertsons and Safeway revealed strategies to combine and had to sell a few of their suppliers to satisfy anti-monopoly requirements. Haggen consented to purchase 146 suppliers, enhancing its number of places from 18 to 164 and its employee count from about 2,000 to about 10,000.

The chain, which already had suppliers in Washington and Oregon, got a presence in Nevada, California and Arizona with the purchase.

The conversions at the suppliers in Las Vegas, Henderson and Rock City will start June 7. Staff members at the Vons and Albertsons stores will have the opportunity to remain on board as Haggen employees.

Amongst the modifications Haggen says it’s making at the stores throughout the 40-hour conversion procedure are presenting a bigger range of organic produce; including higher-quality meats and seafood; enhancing service-deli products, such as much healthier, house-made salads and preservative-free meats; and revamping the bakeries to include fresh-baked products such as cinnamon rolls and grab-and-go breakfast sandwiches.

Haggen conversion schedule

All suppliers will close at 6 p.m. and reopen in the afternoon 2 days later on.

– Vons, 1031 Nevada Highway in Rock City; closes June 7, reopens June 9.

– Albertsons, 2910 Bicentennial Parkway in Henderson; closes June 7, resumes June 9.

– Albertsons, 190 N. Rock Highway in Henderson; closes June 9, resumes June 11.

– Vons, 7530 W. Lake Mead Blvd in Las Vegas; closes June 9, resumes June 11.

– Albertsons, 575 College Drive in Henderson; closes June 9, resumes June 11.

– Vons, 820 S. Rampart Blvd in Las Vegas; closes June 11, resumes June 13.

– Vons, 1940 Town Center Circle in Las Vegas; closes June 11, reopens June 13.

Haggen’s purchase of 146 shops represents development of more than 800 percent. It’s fairly a turnaround for the business, which has actually closed 12 stores since personal investment company Comvest Group took a bulk interest in 2011.

To enhance the company’s outlook, Comvest needed to close stores that just weren’t carrying out, Haggen Pacific Northwest CEO John Clougher informed the Puget Noise Company Journal in December.

The Sun talked with Haggen Pacific Southwest CEO Costs Shaner about the business, partnering with local farmers and producers, Haggen’s costs and exactly what makes the chain various from other grocers. His responses have been edited for length and clearness.

Why is Southern Nevada a component of Haggen’s growth?

In order to get Federal Trade Commission approval of their merger, Albertsons and Safeway consented to divest 168 shops in eight states– 111 from Albertsons and 57 from Safeway– and consented to settlements with attorneys general in California, Nevada and Washington. Haggen purchased 146 of those divested shops, including 7 in Nevada. We’re delighted for the chance to make a name and house for ourselves in Nevada!

How does Haggen plan to present itself to clients who might not be familiar with the chain?

We initially spread the word through direct mailers and weekly advertisements to our new neighbors in the stores we’re converting. Beyond that, we maintain an active presence on our social channels (Facebook, Twitter and Instagram). As we gain critical masses in counties, we prepare to launch larger-scale marketing projects. We likewise make use of the in-store experience to share the Haggen story with our clients, from in-store signs, local manufacturer profiles, communications with team members and so on, along with the relationships our shop groups have actually currently established in the neighborhood with local businesses, nonprofit organizations and leaders.

What can Haggen offer Southern Nevada shoppers that other supermarket do not?

At Haggen, our objective is to supply a distinct, easy shopping experience. We provide vital items guests require, specialized items visitors desire, and local products that reflect the community– all at fair, competitive costs. We’re a full-line supermarket with a predisposition toward fresh, quality, organic, local and healthy options so that guests can do all their shopping with us instead of traveling to several shops. Generally, we’re excited about the changes we’re making to boost our suppliers, although there’s just a lot we can accomplish in the 40 hours we’re closed. It will require time to entirely infuse the supplier with the complete Haggen experience. We ensure immediate modifications with our opening– branding and d├ęcor modifications, as well as boosted offerings in our fresh departments such as produce, meat/seafood, pastry shop and service deli. But it is a journey, as we like to state, so visitors can required to see continued improvements over the upcoming weeks, months and year.

Haggen proclaims its customer service; how is it different than at other supermarket?

We create heartwarming experiences and enjoyable surprises through genuine and friendly service. Foodies at heart, we are enthusiastic about supplying our visitors with knowledgeable and handy service. Our objective is to go beyond all of our guests’ expectations by providing full service in every department in a timely, professional way. We desire Haggen buyers to feel inspired at the supermarket.

What difficulties will Haggen face in getting in touch with regional farms and manufacturers in Southern Nevada? Exist adequate regional sources to fill Haggen’s need for products?

We’re in the process of negotiating with local farms and manufacturers, and are planning to partner with a large range of Nevada providers. We have actually partnered with Unified Grocers as our main provider in California, Arizona and Nevada. We likewise leverage our size to keep and create relationships with suppliers to obtain top quality items at competitive costs. Likewise, our geographical footprint across California, Arizona and Nevada puts us at an advantage for getting the freshest, top quality perishables onto our racks in a timely way.

How will Haggen’s rates compare with those of other chains in Southern Nevada?

We do routine rate checks against competitors to make certain our prices are reasonable and sensible, and if you compare the very same products at our shop and other supermarket, we think you’ll find that we’re within a couple of cents of each other (occasionally under and sometimes over, depending upon the product).

How does Haggen balance organics and local sourcing with a desire to keep prices on par with those of Albertsons and Vons?

We don’t think these are mutually exclusive. We can leverage our size, geographic footprint and experience to preserve and create relationships with suppliers of getting top quality, in your area sourced items (as well as big-name brands) at competitive rates.

How are Haggen’s offerings various from those of upscale grocers such as Trader Joe’s, Sprouts and Whole Foods?

We’re extremely various from these upscale grocers because we are a full-line supermarket. Haggen offers buyers everything they need under one roofing system– the important, everyday products they’re used to discovering at old-fashioned shops like Vons or Albertsons, specialized items they desire from grocers like Whole Foods or Trader Joe’s, together with in your area appropriate items that reflect the neighborhood.

How comparable is Haggen’s method to Target’s brand-new approach, which has been referred to as Whole Foods with more cost effective costs? Is the Target strategy a source of concern for Haggen?

We’re concentrated on our own approach and launching the very best supermarket we can to satisfy the requirements of the communities we serve.

Are the current closures of multiple Food 4 Less and Fresh & & Easy shops in the Las Vegas Valley cause for concern at Haggen as it takes control of stores in the location?

No disrespect to Food 4 Less or Fresh & & Easy, but we’re not them. We’re certainly familiar with the competitive pressures ahead of us, however Haggen is a brand name and a business that has stood the test of time, serving guests for more than 80 years. By focusing on fresh, in your area sourced items along with everyday huge brands, we supply visitors a relief from the typical headache of grocery shopping. Nowadays, customers want much healthier, easy living, which is precisely what Haggen will certainly offer.

What has changed for Haggen since the recession and Comvest Group’s purchase of a managing interest in the business in 2011?

Considering that personal investment company Comvest Group took a majority interest in the chain in 2011, Haggen has experienced substantial improvement in the business. Comvest offers financial and strategic support, and they’re a large factor our team believe we can be successful.

Is there a point when a market becomes oversaturated with supermarket?

Grocery is certainly a competitive space, however we invite the competition– it simply makes us much better. With our distinct providing, we believe our market position is special in Southern Nevada, positioned as we are between traditional retailers and the super-premium natural and natural merchants.

How smoothly has the conversion and rebranding procedure entered California?

Conversions have actually been going well. We’re on schedule to complete 100 openings in 100 days throughout our Southwest division (that includes Southern California, Arizona and Nevada). This is close to our initial conclusion target of mid-June.