Average Ratio Upper Limit Lower Limit 1982 60% 69% 51% 1983 54

Total Page:16

File Type:pdf, Size:1020Kb

Average Ratio Upper Limit Lower Limit 1982 60% 69% 51% 1983 54 J.C. Penney Co., Inc. v. Lawrence Tp., 8 N.J.Tax 473 (1986) So ordered. 8 N.J.Tax 473 Tax Court of New Jersey Attorneys and Law Firms J.C. PENNEY COMPANY, INC., Plaintiff, *476 John E. Garippa for plaintiff (Garippa & Trevenen, v. attorneys). LAWRENCE TOWNSHIP, Defendant. Robert A. Gladstone for defendant (Schaff, Motiuk, Gladstone, Conley, Moeller & Ligorano, attorneys). September 17, 1986. Opinion SYNOPSIS ANDREW, J.T.C. Owner of department store property sought direct judicial In this case plaintiff, J.C. Penney Company, Inc., seeks a review of township's property tax assessments over three- reduction in its local property tax assessments for tax years year period. The Tax Court, Andrew, J.T.C., held that: (1) 1982 through 1985 inclusive. Plaintiff-taxpayer contends market rent analysis of property owner's expert was sufficient that the assessment for each of the tax years of 1982 and to overcome presumption of correctness attaching to original 1983 is in excess of fair market value, and for all four assessments, though “comparable rentals” on which property tax years plaintiff further asserts that the property is the owner's expert relied were not identical as to age, physical subject of inequality in assessment and seeks application of qualities and location, but (2) property's market rent would an appropriate assessment ratio. At the outset of the trial be set at upper limit of range of adjusted rentals provided by the parties stipulated that the following chapter 123 (N.J.S.A. property owner's expert, as “comparable rentals” on which 54:51A-6) ratios would be applicable in this proceeding: expert relied on in valuing property where generally older, smaller, and less advantageous located. Average Ratio Upper Limit Lower Limit 1982 60% 69% 51% 1983 54% 63% 45% 1984 53.21% 61.19% 45.23% 1985 46.02% 52.92% 39.12% Township and is commonly identified as 4190 Quaker Bridge *477 Mall. It was assessed for each of the tax years in The property involved in this controversy is known and question as follows: designated as Block 47, Lot 82 on the tax map of Lawrence Land $ 738,700 Improvements 5,755,400 Total $6,494,100 Defendant through its expert appraiser, Richard M. Chaiken, Direct review of the assessment for all tax years has been contends that the fair market value of the subject property as sought in this court pursuant to N.J.S.A. 54:3-21. of the pivotal assessment dates was $11,186,000 for 1982, $11,827,000 for 1983, $12,815,000 for 1984 and $14,096,000 Plaintiff through its appraiser, Richard A. Kulman, contends for 1985. It is further defendant's position that plaintiff's that the fair market value of the subject property was property was not the subject of unequal assessment treatment $5,680,000 as of October 1, 1981, $6,090,000 as of October and therefore the assessment for each tax year should be 1, 1982 and $7,685,000 as of October 1, 1983 and October 1, affirmed. 1984. With an application of the appropriate chapter 123 ratio to these values plaintiff asserts that proper assessments would The parties are in substantial agreement regarding the be $3,408,000 for 1982, $3,288,600 for 1983, $4,089,200 for description of the property. The subject is an irregularly- 1984 and $3,536,700 for 1985. shaped parcel of land, stipulated by the parties to be 14.892 © 2011 Thomson Reuters. No claim to original U.S. Government Works. 1 J.C. Penney Co., Inc. v. Lawrence Tp., 8 N.J.Tax 473 (1986) acres in size, which forms an integral part of a “super” Tax 481 (Tax Ct.1983) and need not be repeated here. Suffice regional shopping center known as the Quaker Bridge Mall it to say *478 that the mall constitutes a shopping center located at the intersection of U.S. Route 1 and Quakerbridge of approximately 1,300,000 square feet of building area sited Road in Lawrence Township, midway between Princeton and on a 100-acre tract of land. The four major department Trenton. The mall of which the subject is but a part consists stores located in the complex are Bamberger's, Hahne's, Sears of four major department stores (one of which is the subject) and the subject of this proceeding, J.C. Penney. The J.C. and approximately 125 satellite-retail establishments. Penney department store consists of a two-level structure with a mechanical penthouse constructed in 1976 and contains, The development of the Quaker Bridge Mall was chronicled as stipulated by the parties, 162,571 square feet of space in the comprehensive opinion of former Judge Conley of the distributed as follows: Tax Court in Lawrence Associates v. Lawrence Tp., 5 N.J. first level - 77,055 square feet second level - 75,436 square feet penthouse - 10,080 square feet the three traditional valuation methodologies may be the most reliable under the circumstances. The reproduction cost Also involved in this proceeding is a free-standing automotive method of valuation produces a significant indication of value repair building, constructed in 1976, and identified by the when the improvements are new and physical, functional and parties as a tire, battery and accessories structure (hereinafter economic depreciation are objectively measurable. American TBA). This is a one-story masonry and steel improvement Institute of Real Estate Appraisers, The Appraisal of Real consisting of a store and a 12-bay garage. The parties Estate (8 ed. 1983) 444. The cost methodology may result stipulated that the area of this building was 14,344 square feet. in serious error when depreciation in all forms is not objectively measurable. Therefore, most courts have utilized The experts are in agreement that the highest and best use of this method as the only approach in those limited instances the subject property is its present use as a department store in which no other method of valuation would yield an and automotive center in a super regional shopping mall. The economically realistic value. 1 Bonbright, Valuation of site is zoned S-C, shopping center commercial district, and Property, 175-176. This pragmatic position is reflected in the present use is in conformity with Lawrence Township's the modern appraisal practice of relegating the cost approach zoning requirements. It should be noted that the township to a secondary role because cost may not effectively reflect zoning ordinance permits only three shopping centers, one of market conditions. O'Flaherty, “Cost Approach to Value,” which is the Quaker Bridge complex, in the entire township. Friedman, Encyclopedia of Real Estate Appraising (3 ed. Plaintiff's expert, Kulman, predicated his estimates of value 1978) 66-67. for the four tax years in question essentially upon an In this case the parties at the outset of the trial agreed to income approach to value because, in his opinion, a potential submit each expert's cost approach analysis based solely on purchaser would buy a facility such as the subject for the information contained in each expert's appraisal report. the income produced. Although Kulman employed a cost There was no direct testimony nor cross-examination on any approach, his emphasis was clearly on his income analysis. aspect of either expert's cost approach analysis. Presumably He did not utilize a direct sales comparison approach this was done because the parties recognized that the approach because he could not find any verifiable arm's-length sales of that would be of preponderant influence in this case was the department stores. income approach to value. This is evidenced by the fact that Defendant's expert, Chaiken, also relied predominantly upon each expert concluded his final estimate of value at the same an economic analysis even though he, as did Kulman, value estimate derived through that expert's income approach. employed a cost approach. Similarly, Chaiken did not develop The appraisal reports of both appraisers demonstrated that a a direct *479 sales comparison approach because of a lack of typical investor would only be interested in the value result useful market data upon which to predicate such an analysis. produced by an income approach. 1 The resolution of a local property tax case requires, in My review of the cost approach analysis of each expert leads many instances, a determination of which one or more of me to the conclusion that the cost approach is not a reliable *480 indicator of value and is of little utility in this case. © 2011 Thomson Reuters. No claim to original U.S. Government Works. 2 J.C. Penney Co., Inc. v. Lawrence Tp., 8 N.J.Tax 473 (1986) For example, Kulman's depreciation analysis was grounded Since the department store portion of the subject is on the difference between “the net rental the property would owner-occupied, plaintiff's expert, Kulman, ascribed a fair have to obtain to justify the cost of construction” and his market rental derived from his examination of 14 allegedly estimation of the fair market net rental the property could comparable rental properties in what he considered to be actually command in the market. The difficulty with this type the subject's competitive area. He explained that, in his of analysis is that it is grounded upon the expert's estimation search for comparable market rentals, he could not find any of fair market rental which is precisely at issue in the expert's timely rentals by traditional department stores within a super economic approach. The cost analysis adds nothing to the regional mall.
Recommended publications
  • \ in the United States Bankruptcy Court for the Southern District of New York
    \ IN THE UNITED STATES BANKRUPTCY COURT FOR THE SOUTHERN DISTRICT OF NEW YORK COVER SHEET: APPLICATION FOR PROFESSIONAL COMPENSATION --------------------------------------------------------------) ) In re: ) Chapter 11 ) Bradlees Stores, Inc., et al. ) Case Nos 95 B 42777 through ) 95B 42784 Debtors ) (Judge Burton R. Lifland) ) --------------------------------------------------------------) Jointly Administered Type of Application: Interim Final X ' Name of Applicant: Zolfo Cooper, LLC Authorized to Provide Professional Services to: The Debtors Date of Order Authorizing Employment: August 23, 1995 Compensation Sought: Application Date: March 19, 1999 Application Period: June 23, 1995 - February 2, 1999 Hours Amount . Fees: Professional 20,270.3 $5,530,799.00 Expense Reimbursement 491,944.14 Total $6,022,743.14 1 Fees incurred during the period from June 23, 1995 through February 2, 1999 (the “Application Period”) A summary of professional fees incurred during the Application Period, by professional, is set forth below: Name of Position Years of Hours Hourly Professional with ZC Experience Billed Rate Total Partners: S. Cooper Principal 28 7.6 $425 $3,230.00 S. Cooper 1,839.6 $395 726,642.00 S. Cooper 513.4 $375 192,525.00 D. Taura Principal 34 52.3 $375 19,612.50 M. Flynn Principal 20 2.0 $375 750.00 M. Flynn 10.0 $350 3,500.00 N. Lavin Principal 32 2.9 $395 1,145.50 N. Lavin 14.7 $375 5,512.50 N. Lavin 44.6 $350 15,610.00 N. Lavin 15.6 $325 5,070.00 Associates: P. Gund Project Manager 15 140.0 $375 52,500.00 P. Gund 1,928.8 $325 626,860.00 P.
    [Show full text]
  • A Local Shopping Guide for Families
    B8 The Boston Globe FRIDAY, DECEMBER 11, 2020 ComfortZone UNION SQUARE CRAIG F. WALKER/GLOBE STAFF/FILE FRUGAL BOOKSTORE BELMONT BOOKS HENRY BEAR’S PARK ERIN CLARK/GLOBE STAFF/FILE JONATHAN WIGGS/GLOBE STAFF/FILE DAVID L. RYAN/GLOBE STAFF/FILE By Kara Baskin Lilah Rose GLOBE CORRESPONDENT Locals love this Melrose spot, his year, it’s even more which is a toy store wonderland as in essential to support A local shopping days of old: shelves brimming with small, independent puzzles, classic games (Parcheesi, T businesses. It’s sooth- anyone?), Calico Critters, and more, ingly mechanical to all with curbside pickup and deliv- click over to Amazon and wait for a ery. www.lilahrosemelrose.com brown box to arrive — but that’s not going to help the thousands of guide for families The Merry Lion families around Boston who’ve This Wakefield shop sells funny poured their hopes into a small kids’ clothing (why not buy a “Pies shop, a tiny studio, a life’s passion. Boston is fortunate to have so much creative talent. Before Guys” sweatshirt for your Shop local isn’t a hashtag; it’s a life- tot?), plus toys like dinosaur play- line. It’s on us to support them this season. dough and gifts for grown-ups too. It’s not just about altruism, ei- www.shopthemerrylion.com ther. These places are genuinely amazing. Handmade bibs, 3-D ear- your gently loved books for store fault/files/diversity-catalog.pdf Nantucket Kids rings straight out of Studio 54, credit. www.book-rack.com Mom of three Andrea Romito thoughtfully curated books, on and QUIRKY & FUN owns this preppy hideout at Hing- on.
    [Show full text]
  • Business Model Evaluation: Quantifying Walmart's Sources of Advantage." Strategic Entrepreneurship Journal (Forthcoming)
    Business Model Evaluation: Quantifying Walmart’s Sources of Advantage The Harvard community has made this article openly available. Please share how this access benefits you. Your story matters Citation Brea-Solís, Humberto, Ramon Casadesus-Masanell, and Emili Grifell-Tatjé. "Business Model Evaluation: Quantifying Walmart's Sources of Advantage." Strategic Entrepreneurship Journal (forthcoming). Citable link http://nrs.harvard.edu/urn-3:HUL.InstRepos:13135315 Terms of Use This article was downloaded from Harvard University’s DASH repository, and is made available under the terms and conditions applicable to Open Access Policy Articles, as set forth at http:// nrs.harvard.edu/urn-3:HUL.InstRepos:dash.current.terms-of- use#OAP Business Model Evaluation: Quantifying Walmart’s Sources of Advantage HUMBERTO BREA-SOLÍS [email protected] University of Liege (ULg) HEC Management School, B31 bld du Rectorat, 7, 4000 Liège, Belgium. RAMON CASADESUS-MASANELL1 [email protected] Harvard Business School, Morgan Hall T93, Soldiers Field Rd., Boston MA 02163, USA. EMILI GRIFELL-TATJÉ [email protected] Departament d’Empresa, Universitat Autònoma de Barcelona, Edifici B, Campus de la UAB. Bellaterra (Cerdanyola de Vallés), Barcelona 08193, Spain. A B S T R A C T We develop an analytical framework on the basis of the economics of business performance to provide quantitative insight into the link between a firm’s business model choices and their profit consequences. The method is applied to Walmart by building a qualitative representation of its business model and mapping that representation on an analytical model that quantifies the company’s sources of advantage over time.
    [Show full text]
  • 2017 State of the Industry Report
    2017 State of the Industry Report The International Housewares Association – The Home Authority® – is strategically positioned to connect, inform, support and enable its international membership to lead in the global marketplace. The International Housewares Association (IHA) is committed to maximizing the success of the global home products industry on behalf of its membership by providing a world- class home products marketplace, facilitating global commerce and the buyer-seller interface, increasing consumer awareness and interest in home products, gathering and disseminating essential marketplace intelligence and educating and supporting key constituencies to improve th eir success. Each year, IHA sponsors the International Home + Housewares Show. With 60,000 attendees, the Show is one of the largest trade events in the world. Future Show dates: March 10 - 13, 2018 March 2 – 5, 2019 March 14 – 17, 2020 March 13 – 16, 2021 Additional information, including registration, is available at www.housewares.org. i 2017 State of the Industry Report 2017 State of the Industry Report Dear Housewares Executive, The 2017 IHA State of the Industry Report is a joint endeavor of the International Housewares Association (IHA) and Raftery Resource Network, Inc. This publication includes a compilation of data from the IHA annual membership survey as well as data from several authoritative sources, including the U.S. Government, industry trade journals and industry data services. The timing of the report coincides with the release of key data about consumer spending during the previous year (2016). The methodology used to project housewares sales incorporates these data and remains consistent with prior years’ reports, with one exception, which became effective with the 2008 report.
    [Show full text]
  • Retail Market Analysis Bethlehem, Pennsylvania
    North Side Historic District Retail Market Analysis Bethlehem, Pennsylvania Prepared For: City of Bethlehem, Pennsylvania Prepared By; Gibbs Planning Group 20 December 2019 TABLE OF CONTENTS INTRODUCTION ............................................................................................................... 1 Executive Summary ............................................................................................................. 1 Background .......................................................................................................................... 2 Methodology ........................................................................................................................ 3 RETAIL TRADE AREAS ................................................................................................... 4 Primary Trade Area .............................................................................................................. 4 Secondary Trade Area .......................................................................................................... 7 Tapestry Lifestyles ............................................................................................................... 8 Employment Base ................................................................................................................ 12 NORTH SIDE HISTORIC DISTRICT AREA CHARACTERISTICS .............................. 15 Location ..............................................................................................................................
    [Show full text]
  • Acd192 Ar03 Txt Mech
    Making Change has been the key to our success. Following the formation of Acadia in 1998, we launched a multi-year plan focused on building the three core components of our business. Five years ACADIA REALTY TRUST later, we have achieved our goals in these three key areas through ANNUAL REPORT 2003 aggressive change: ■ We have built a strong Core Portfolio of shopping centers. Please Open ■ We have built a solid Balance Sheet. ■ We have built a highly accretive External Growth Platform. At Acadia, we Plan Change.We operate in a competitive and dynamic industry that requires proactive and flexible strategies. Making Change MAKING has been fundamental to our past success — it remains the key to our A YEAR OF EXTRAORDINARY ACHIEVEMENT Future Success. Before Redevelopment... ...During... ...After Redevelopment On the cover: Making change within our portfolio — The redevelopment of the Gateway Shopping Center in South Burlington, Vermont, included the demolition of 90% of this formerly outdated, partially enclosed mall anchored by an undersized Grand Union supermarket. In its place, we built a contemporary, open-air shopping center anchored by a 72,000 square foot state-of-the-art Shaw’s supermarket. Making Change has been the key to our success. Following the formation of Acadia in 1998, we launched a multi-year plan focused on building the three core components of our business. Five years later, we have achieved our goals in these three key areas through aggressive change: ■ We have built a strong Core Portfolio of shopping centers. Please Open ■ We have built a solid Balance Sheet. ■ We have built a highly accretive External Growth Platform.
    [Show full text]
  • Shoprite Opposition Attorneys Summarize; Dr
    • HOW TO GET THE LEADER =1 Just Fill in the Form On Page 16 And Return It to Us! — Serving the Town Since 1890- usrswia Stood Cba PotUft Paid U WtatfkU, N J. Thursdty, April 27,1995 Every Tfwndi; 232-4407 FIFTY CENTS JOB DESCRIPTION OF DIRECTOR OF TECHNOLOGY TABLED Mrs. Jacobson Elected President of School Board, Mr. Toriello as Vice President, Without Opposition The Westfield Leader Named Official Weekly Newspaper for Board; Friday, May 26, Canceled For Intermediate Schools and High School; Background Checks for Coaches and Custodians Explained ByTUCKKKTRIMBr.K Recently elected members, Mrs. on a rotating basis for advertising, among Parem-Teachef Organization S/ir, lally Wmimtur Thr WtitfMUtiJfr Virginia "Ginger" L. Hardwick and but Superintendent of Schools, Dr. andParent-Teacher Association Presi- Mrs. Susan Jacobson was elected Keith S.HerteJl, and incumbents.Mrs. Mark C. Smith, told him The Leader dents was this solution is "the least President of the Westfield Board of Darielle M. Walsh and John M. has the greater readership in the dis- disruptive." Education on Tuesday in front of the Toriello, were sworn in right before trict, and lo rotate papers may miss In response <o a question from almost 50 residents who attended the ihe meeting began. Assistant Super- some citizens. Board member William J. Sweeney. meeting. Mrs. Jacobson was proposed intendent in Charge of Business, Dr. William D. Peek, Board Attorney, Dr. Smilh saidheaskeii the Wclfield by hoard member. Dr. B. Carol Robert C. Rader, announced,and were said another local weekly newspaper Hduculinn Association to keep to Die Molnar.und there were no other nomi- therefore eligible lo vote.
    [Show full text]
  • Southside Arts District Analysis
    SouthSide Arts District Retail Market Analysis Bethlehem, Pennsylvania Prepared For: City of Bethlehem, Pennsylvania Prepared By; Gibbs Planning Group 03 January 2020 TABLE OF CONTENTS INTRODUCTION ............................................................................................................... 1 Executive Summary ............................................................................................................. 1 Background .......................................................................................................................... 2 Methodology ........................................................................................................................ 3 RETAIL TRADE AREAS ................................................................................................... 4 Primary Trade Area .............................................................................................................. 4 Secondary Trade Area .......................................................................................................... 5 Tapestry Lifestyles ............................................................................................................... 7 Employment Base ................................................................................................................ 11 SOUTHSIDE ARTS DISTRICT AREA CHARACTERISTICS ........................................ 14 Location ..............................................................................................................................
    [Show full text]
  • May 2016 | Share This on 1
    May 2016 | Share this on 1 Why The Fundamentals Are No Longer Good Enough One-Trick Ponies, Groupon Effect, Experience Optimization, and Customer Advocacy Behavior Michael Lowenstein, Thought Leadership Principal, Beyond Philosophy May 2016 | Share this on 2 The Challenge of Being a One-Trick Pony About thirty years ago, Paul Simon wrote a song entitled “One-Trick Pony”. The song describes a performing pony that has learned only one trick, and he succeeds or fails with the audience based on how well he executes it. As Simon conveys in the lyrics: “He’s got one trick to last a lifetime. It’s the principal source of his revenue.” This song, and its message, are something of a metaphor for what challenges many companies endeavoring to create customer advocacy behavior and relationships, leading to more frequent purchase activity, through customer experience and loyalty programs. A key reason companies have a difficult time achieving optimum customer loyalty is that the fail to provide full value fundamentals. They focus on satisfying customers exclusively through basic rational and functional benefits, which is often too benign and passive an approach to create strategic perceived value. Mostly, they emphasize single element or minimal element tactical approaches with customers, such as pricing, merchandise, loyalty cards, or points-based programs, without determining (either before programs are launched or after they are up and running) whether this is sufficient motivation for building a long-term relationship. Smart marketers know that, for instance, being a low-cost provider can be a trap and that only overall perceived value will prevail.
    [Show full text]
  • Ames Department Stores, Inc., Bradlees, Inc., Caldor Corp., Homeplace of America, Inc., and Stuarts Department Stores, Inc
    UNITED STATES OF AMERICA Before the SECURITIES AND EXCHANGE COMMISSION November 7, 2007 ADMINISTRATIVE PROCEEDING File No. 3-12887 In the Matter of Ames Department Stores, Inc., ORDER INSTITUTING PROCEEDINGS Bradlees, Inc., AND NOTICE OF HEARING PURSUANT Caldor Corp., TO SECTION 12(j) OF THE SECURITIES Homeplace of America, Inc., and EXCHANGE ACT OF 1934 Stuarts Department Stores, Inc., Respondents. I. The Securities and Exchange Commission (“Commission”) deems it necessary and appropriate for the protection of investors that public administrative proceedings be, and hereby are, instituted pursuant to Section 12(j) of the Securities Exchange Act of 1934 (“Exchange Act”) against Ames Department Stores, Inc., Bradlees, Inc., Caldor Corp., Homeplace of America, Inc., and Stuarts Department Stores, Inc. (“Respondents”). II. After an investigation, the Division of Enforcement alleges that: A. RESPONDENTS 1. Ames Department Stores, Inc. (“Ames”) (CIK No. 006071) is a forfeited Delaware corporation located in Rocky Hill, Connecticut with a class of equity securities registered with the Commission pursuant to Exchange Act Section 12(g). Ames is delinquent in its periodic filings with the Commission, having not filed any periodic reports since it filed a Form 10-Q for the period ended May 4, 2002, which reported a net loss of over $43 million for the prior thirteen weeks. On August 20, 2001, Ames filed a Chapter 11 bankruptcy petition in the U.S. Bankruptcy Court for the Southern District of New York, and the case is still pending. As of November 5, 2007, the company’s common stock (symbol “AMESQ”) was quoted on the Pink Sheets, had six market makers, and was eligible for the piggyback exemption of Exchange Act Rule 15c2- 11(f)(3).
    [Show full text]
  • The Evolution of Retailing in the United States
    The Evolution of Retailing in the United States Retailing has evolved in SPURRED BY POP culture, suburbaniza- tion, and increased competition, retail- response to suburbanization, ing in the United States has gone through a major evolution over the past cost-cutting, and price 50 years, changing from a largely urban to a primarily suburban experience. competition. Retailers today confront the traditional challenges of providing convenience, desirable products, selection, and attractive pricing, but they also must contend with the effects of increased purchasing power of children, short- ened retail cycles, increased female workforce participation, and increased competitive pressures. PETER LINNEMAN Children now control more pur- DEBORAH C. MOY 42 ZELL/LURIE REAL ESTATE CENTER chasing power, directly as well as kids went their separate ways and met through their parents and grandparents, for lunch at the food court, each shop- than any previous generation. The cash ping at an average of seven stores. in their hip pockets (which are often at Today, between work and shuttling their knees), combined with increased their children to activities, adults are car ownership, has created a new cate- increasingly destination shoppers. They gory of consumers. Clothing fads have visit an average of only 1.3 stores per always been fleeting, but the popularity trip to the mall, and are back in their period of stores has been made much cars in 76 minutes. Leisurely mall shorter by these young consumers. browsing has become a luxury for all Historically, a chain of stores would except teenagers, making the retail for- generally enjoy a run of popularity of mat of choice for adult shoppers the cat- seven to ten years, but that reign has egory killer.
    [Show full text]
  • SEC News Digest, 02-23-1996
    Issue 96-33 February 23, 1996 ENFORCEMENT PROCEEDINGS ADMINISTRATIVE PROCEEDINGS ORDERED AGAINST LEROY BRENNA AND DOROTHY BRENNA The Commission announced that on February 22 public administrative proceedings were instituted against Leroy S. Brenna and Dorothy J. Brenna. The Order Instituting Proceedings alleges, in part, that in October, 1991, the Brennas caused to be filed with the Commission and disseminated to shareholders a proxy statement that failed to disclose that the Brennas were to receive a $2 million payment in connection with the sale of investment advisory contracts. The Order further alleges that the Brennas have been permanently enjoined by judgement of the united states District Court for the Northern District of Texas, in an action SEC v. Strategic Management, Inc., et aI, USDC, ND Tex. [Dallas Division], CA No. 3:9ICV24S9-R, from future violations of the proxy and antifraud provisions of the federal securities laws. (ReI. Nos. IA-1553; IC-21770) PROCEEDINGS INSTITUTED AGAINST DAVID ARNOLD, DAVID EAST AND JERRY PAYNE The Commission has instituted public administrative proceedings against David Arnold, David East and Jerry Payne, formerly associated with the Birmingham, Alabama branch office of PaineWebber, Inc. The order instituting proceedings alleges that from November 1987 through March 1988, John Day, a registered representative in the Birmingham office, engaged in a loss dumping and gain skimming scheme in the accounts of two customers by allocating unprofitable trades to the customer accounts and profitable trades to his own account or to the accounts of Arnold or East. The Order alleges that Arnold facilitated Day's scheme by arranging loans to Day so that he could pay for the options allocated to his account and obtain the profits.
    [Show full text]