Cabbies Driven to Stall Uber, Lyft Authority Over Taxi-Cab Services
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Danish Sharing Economy and New Business Models April Rinne
SharingA Co-Created Magazine on the Sharing Economy City of Cities & Local Communities Danish Sharing April Rinne Opportunities for Economy and New — Global Perspectives on Better Mobility with Sharing Economy Business Models Sharing Economy? — Mark Lorenzen & — Søren Riis Emmy Laura Perez Fjalland READ: 24 New Sharing Economy Start-Ups / Annika Agger: On Sharing – Yours, Mine and Ours? PERSPECTIVE: Rethink Resources Within Your Business / TOPIC: What Role Should Municipalities Play in the Sharing Economy? / TOPIC: Scope of the Sharing Economy in Denmark / Resources for Further Thought 2 Article Authors (alphabetically) Ann Lehmann Erichsen Anne Grave Annika Agger April Rinne Bent Greve Brian Landbo Charlotte Fischer Sharing City Ditte Håkonsson A Co-Created Magazine on the Emmy Laura Perez Fjalland Sharing Economy of Cities & Local Ida Bigum Nielsen Ismir Mulalic Communities Jesper Kofoed-Melson Lars Pico Geerdsen Malene Freudendal-Pedersen Sharing City Project Owner Mark Lorenzen Nikolaj Sveistrup, Head of Cities programme, Martin von Haller Grønbæk Danish Architecture Centre Morten Bernhardt Søren Have Sharing City Project Manager Søren Riis Anne Grave, Senior Project Manager, Danish Architecture Centre Published First Editor and Head Journalist of Sharing City Magazine April 2017 Emmy Laura Perez Fjalland, Ph.D. Fellow, Roskilde University and Danish Architecture Centre ISBN 978-87-983096-4-2 Second Editor of Sharing City Magazine Brian Landbo, Rambøll Management Consulting Graphic Design Jakob Helmer — jakobhelmer.com In order to use this material, you must credit: The Danish Panel of Experts Architecture Centre ‘Sharing Mark Lorenzen, Professor, Copenhagen Business School City’, as well as photographers Bent Greve, Professor, Roskilde University when using pictures, and authors Martin von Haller Grønbæk, Partner, Bird & Bird Law Firm when using quotes or knowledge. -
M:Bility | Magazine Q an Automotive World Publication Is Tesla in Crisis? Fires, Crashes and Missed Deliveries Anger the Wall Street Bulls
M:bility | Magazine Q An Automotive World publication Is Tesla in crisis? Fires, crashes and missed deliveries anger the Wall Street bulls Also inside How can CASE revolutionise cities? Amazon: the car of the future will talk back Motor City vs. Silicon Valley: who wins the talent war? Automotive World est. 1992 Informing the decisions of automotive industry stakeholders since 1992. https://automotiveworld.com M:bility | Magazine - Q3 2019 Published in June 2019 by : Welcome... Automotive World est. 1992 …to the Q3 2019 issue of M:bility magazine. Automotive World ‘Mobility’ is the buzzword of 2019, but while the term can be 1-3 Washington Buildings easily crowbarred into a press release, turning statements of Stanwell Road, Penarth, intent into reality requires a bit more finesse. CF64 2AD, UK Today’s marketing ploys would suggest that the business of making cars has been turned on its head as investment is www.automotiveworld.com funnelled into connected, autonomous, shared and electric (CASE) technologies. But while manufacturers look to the T: +44 (0) 2920 707 021 future, it has become clear that the core principles of running a [email protected] business must remain intact. In May, Volkswagen Group Board Member, Frank Witter, ISSN: 2053 776X advised that “cost discipline must be kept inline” amid a “very challenging environment”; BMW’s Harald Kruger noted how “strengthening the core business” whilst moving forward with Registered number: 04242884 “future projects” would be crucial. Meanwhile, Daimler’s Bodo VAT number: GB 815 220 173 Uebber advised that long-term success will only come by focussing on the ability to “reduce cost and strengthen methods to increase efficiency and flexibility throughout the company.” CEO & Managing Director: Hitting quarterly sales targets is tough at the best of times, and Gareth Davies can be impacted by headwinds out of an automaker’s control. -
LTG Pool.Xlsx
Long-Term Growth Pool Asset Allocation & Expenses As of July 2013 45% Equity Target Allocation Fee (%) 100% 17% US. Large Capitalization Vanguard 500 5.1% 0.05 Adage Capital 3.4% 0.50 Dodge & Cox 4.3% 0.52 U.S. Large Cap Touchstone Sands Instl Growth 2.1% 0.75 90% Capital Counsel 2.1% 0.80 4% U.S. Mid Capitalization Times Square 2.0% 0.80 U.S. Mid Cap Cooke & Bieler 2.0% 0.79 80% 4% U.S. Small Capitalization U.S. Small Cap Advisory Research 2.0% 1.00 Artisan Partners 2.0% 1.00 10% International Developed Markets International 70% Artisan Partners 3.0% 1.00 Equity Silchester 3.0% 0.98 Gryphon International 3.0% 0.90 Vanguard 1.0% 0.07 Emerging 5% Emerging Markets Markets Westwood Global 3.0% 1.25 60% Opportunistic/ Dimensional Fund Advisors 2.0% 0.62 Special Situation 5% Opportunistic/Special Situation Various managers and strategies 5.0% 1.50 U.S. Aggregate 50% 25% Fixed Income Bonds 10% U.S. Aggregate Bonds PIMCO Total Return 5.0% 0.46 Income Research & Management 5.0% 0.35 TIPS 4% Treasury Inflation Protected Securities 40% Vanguard 4.0% 0.09 U.S. High Yield 4% US High Yield Bonds Post Advisory 4.0% 0.75 Global Bonds 7% Global Bonds Colchester Global 3.5% 0.55 30% GMO 3.5% 0.43 Direct Hedge 30% Alternatives1 Funds 9% Direct Hedge Funds Various managers and strategies 9.0% 1.50 20% Fund of Hedge 6% Fund of Hedge Funds Funds Various managers and strategies 6.0% 1.00 2 5% Private Equity Private Equity Various managers and strategies 5.0% 1.75 10% 5% Private Real Assets/Real Estate Real Assets Various managers and strategies 5.0% 2.00 Real Estate 5% Commodities Wellington 5.0% 0.90 Commodities 0% Asset Weighted Total 100% 0.89 Custodian Bank 0.03 Investment Consulting and Administration 0.07 Total Investment Expenses* 0.99 1 Expenses shown do not include carried interest or the expense of individual managers within fund of funds. -
Employment Status of Uber and Lyft Drivers: Unsettlingly Settled Jillian Kaltner
Hastings Women’s Law Journal Volume 29 Article 4 Number 1 Winter 2018 1-1-2018 Employment Status of Uber and Lyft Drivers: Unsettlingly Settled Jillian Kaltner Follow this and additional works at: https://repository.uchastings.edu/hwlj Part of the Law and Gender Commons Recommended Citation Jillian Kaltner, Employment Status of Uber and Lyft Drivers: Unsettlingly Settled, 29 Hastings Women's L.J. 29 (2018). Available at: https://repository.uchastings.edu/hwlj/vol29/iss1/4 This Note is brought to you for free and open access by the Law Journals at UC Hastings Scholarship Repository. It has been accepted for inclusion in Hastings Women’s Law Journal by an authorized editor of UC Hastings Scholarship Repository. For more information, please contact [email protected]. EMPLOYMENT STATUS OF UBER AND LYFT DRIVERS.DOCX (DO NOT DELETE) 12/12/2017 3:04 PM Employment Status of Uber and Lyft Drivers: Unsettlingly Settled Jillian Kaltner* ABSTRACT Uber and Lyft drivers are part of a vast pool of workers in the new economy who exist in the legal grey area between independent contractors and employees. Because these workers are currently classified as independent contractors, they are without the protections and benefits that are guaranteed to employees. Instead, these drivers are saddled with significant work risks including: no minimum wage or overtime pay, no Title VII protections from workplace discrimination, and no access to social insurances like unemployment insurance and disability pay. Some scholars have called for the creation of a third intermediary category between employee and independent contractor to classify workers in the gig- economy. -
Crowdfunding As a Marketing Toll
Master’s Degree in Innovation and Marketing Final Thesis Crowdfunding as a marketing toll Supervisor Francesca Checchinato Graduand Mattia Bartoli 867875 Academic Year 2019 / 2020 1 INDEX INTRODUCTION ........................................................................................................................................... 4 CHAPTER 1: CROWDFUNDING ................................................................................................................ 6 1.1 THE BACKGROUND AT THE BASE OF THE PHENOMENON ...................................................... 6 1.2 CROWDFUNDING .............................................................................................................................. 11 1.3 CULTURAL BACKGROUND BEHIND CROWDFUNDING ........................................................... 13 1.3.1 STRONG AND WEAK TIES ................................................................................................................. 13 1.3.2 THE LONG TAIL .............................................................................................................................. 15 1.3 HISTORY AND EVOLUTION OF CRODWFUNDING .................................................................... 18 1.4 DIFFERENT CROWDFUNDING MODELS ...................................................................................... 22 1.5.1 DONATION-BASED CROWDFUNDING ............................................................................................... 23 1.5.2 REWARD-BASED CROWDFUNDING ................................................................................................. -
HIERS Performance Report by Investment
Statement of Investments (1) As of June 30, 2017 Total Investment Name Investment Strategy Vintage Committed Paid-In Capital (2) Valuation Net IRR Distributions Abraaj Global Growth Markets Strategic Fund, L.P. Growth Equity 2015 $ 45,000,000 $ 30,442,233 $ 6,226,973 $ 34,191,582 ABRY Partners VII, L.P. Corporate Finance/Buyout 2011 3,500,000 3,569,519 3,861,563 2,239,428 ABRY Senior Equity III, L.P. Mezzanine 2010 5,000,000 4,618,602 7,138,392 322,958 ABRY Senior Equity IV, L.P. Mezzanine 2012 6,503,582 6,227,869 1,900,948 6,205,777 ABS Capital Partners VI, L.P. Growth Equity 2009 4,000,000 3,906,193 1,775,815 1,812,911 ABS Capital Partners VII, L.P. Growth Equity 2012 10,000,000 9,054,134 - 11,860,984 Advent International GPE V-B, L.P. Corporate Finance/Buyout 2012 2,801,236 2,583,570 3,290,856 248,977 Advent International GPE V-D, L.P. Corporate Finance/Buyout 2005 3,179,324 3,038,405 7,175,404 245,538 Advent International GPE VI-A, L.P. Corporate Finance/Buyout 2008 9,500,000 9,500,000 14,172,848 5,876,065 Advent International GPE VII-B, L.P. Corporate Finance/Buyout 2012 30,000,000 27,000,000 11,400,028 32,412,380 Advent International GPE VIII-B, L.P. Corporate Finance/Buyout 2016 36,000,000 8,424,000 - 8,986,703 Alta Partners VIII, L.P. -
UMB Annual Report
We are building a company for the next 100 years. 2012 ANNUAL REPORT Industry UMBF Data from SNL Financial as of 12/31/12 UMB Financial Corporation A diversified financial services company. As of 12/31/12 -16.0% +115% Dividend Growth Dividend Growth July 2003 through 12/31/12 UMB increased its quarterly dividend 4.9 percent in 2012, the 12th time since July 2003, a total increase of 115 percent. 2.28% .49% Nonperforming Loans To Total Loans Nonperforming Loans To Total Loans UMB has maintained high asset quality through all kinds of economic conditions. 77.9% 48.8% Loans-To-Deposits Ratio Loans-To-Deposits Ratio We are in the business of lending money and have plenty of liquidity to meet our customers’ needs. 14.3% 11.1% Tier 1 Capital Ratio Tier 1 Capital Ratio Unlike the industry, our Tier 1 capital ratio remains strong without government intervention or dilutive capital actions. +15.5% +46.5% Noninterest Income Growth Noninterest Income Growth During the past five years. Our noninterest income over the last five years again outpaced the industry, demonstrating that our diversified business model remains effective. Our business isn’t about money, it’s about trust. Trust can’t be bought, or sold, or traded. It can only be earned. Day by day, year after year, generation upon generation. That’s why our anniversary is about much more than 100 years. It’s about our roots. It’s about our wings. It’s about our future. A future every one of us will share. UMB, more than 100. -
KT 9-6-2016 Copy Layout 1
SUBSCRIPTION THURSDAY, JUNE 9, 2016 RAMADAN 4, 1437 AH www.kuwaittimes.net Kuwait ranks Russia challenges Euro 2016 match Ramadan TImings 51 out of 163 Airbus and Boeing schedule included Emsak: 03:03 in Peace Index with new jet MC-21 in this issue Fajer: 03:13 Shrooq: 04:48 Dohr: 11:47 Asr: 15:21 Maghreb: 18:47 6 21 Eshaa: 20:18 Expats, employers worried Min 30º Max 46º over Saudi tax proposal High Tide 03:27 & 13:55 Low Tide Reform plan proposes income tax on expats 08:42 & 21:35 40 PAGES NO: 16899 150 FILS JEDDAH: Expatriates in Saudi Arabia and their Saudi Ramadan Kareem employers alike voiced unease about a proposal the government is studying to impose income tax on for- How to receive eign workers to make up for falling oil revenues. Around a third of the 30 million inhabitants of the world’s top the Holy Month oil exporter are foreigners, many of them drawn, despite ultra-conservative social restrictions, by the By Hassan T Bwambale absence of tax and the lure of salaries higher than they could secure at home. he auspicious month of Ramadan has arrived. A National Transformation Plan of economic reforms, People invest in this occasion in different ways released on Monday, said 150 million riyals ($40 million) Tand with different actions and activities. Some had been set aside for preparing and implementing tax people make this an occasion for laziness, idleness, on expats, but Finance Minister Ibrahim Alassaf said no sleep and neglecting acts that would accrue abundant decision had yet been taken. -
Data-Driven Investment Strategies for Peer-To-Peer Lending: a Case Study for Teaching Data Science
Big Data Volume 6, Number 3, 2018 Mary Ann Liebert, Inc. DOI: 10.1089/big.2018.0092 ORIGINAL ARTICLE Data-Driven Investment Strategies for Peer-to-Peer Lending: A Case Study for Teaching Data Science Maxime C. Cohen,1,* C. Daniel Guetta,2 Kevin Jiao,1 and Foster Provost1 Abstract We develop a number of data-driven investment strategies that demonstrate how machine learning and data an- alytics can be used to guide investments in peer-to-peer loans. We detail the process starting with the acquisition of (real) data from a peer-to-peer lending platform all the way to the development and evaluation of investment strat- egies based on a variety of approaches. We focus heavily on how to apply and evaluate the data science methods, and resulting strategies, in a real-world business setting. The material presented in this article can be used by instruc- tors who teach data science courses, at the undergraduate or graduate levels. Importantly, we go beyond just eval- uating predictive performance of models, to assess how well the strategies would actually perform, using real, publicly available data. Our treatment is comprehensive and ranges from qualitative to technical, but is also mod- ular—which gives instructors the flexibility to focus on specific parts of the case, depending on the topics they want to cover. The learning concepts include the following: data cleaning and ingestion, classification/probability estima- tion modeling, regression modeling, analytical engineering, calibration curves, data leakage, evaluation of model performance, basic portfolio optimization, evaluation of investment strategies, and using Python for data science. -
Can't Spell Family Withoutthe Y
For youtH deveLoPment For HeaLtHy Living For sociaL resPonsibiLity CAN’t sPeLL FAMILy WITHOUT tHe y LAKEland Hills FamiLy ymca Winter 2020 session JaNuaRy 6 - FebRuaRy 23 mission statement The mission of the Lakeland Hills Family yMCa is to put Christian principles into practice through programs and services that promote youth development, healthy living, and social responsibility for all. strengtHening tHe Foundations oF our community! We are a powerful association joined together by a shared commitment to nurturing the potential of kids, promoting healthy living, and fostering a sense of social responsibility. We believe that lasting personal and social changes can only come about when we all work together to invest in our kids, our health, and our neighbors. every day, we work to make sure that everyone, regardless of age, income, or background, has the opportunity to learn, grow and thrive. For youtH deveLoPment nurturing the potential of every child and teen For HeaLtHy Living improving the nation’s health and well-being For sociaL resPonsibiLity giving back and providing support to our neighbors The Lakeland Hills Family yMCa serves the following communities: boonton, boonton Township, butler, Denville, Kinnelon, Lincoln Park, Montville, Mountain Lakes, Parsippany, Pequannock, and Riverdale. FinanciaL assistance The y believes in serving the needs of all members in our community, regardless of their ability to pay the full cost of membership and programs. To apply for financial assistance, stop by the Member Services Desk, call (973) 334-2820, or download an application from our website. all information is strictly confidential. Questions? Contact Nancy Dunham. 1 Winter: January 6 - February 23 all programs available for online registration unless otherwise noted. -
Communications Infrastructure Sector Report
COMMUNICATIONS INFRASTRUCTURE SECTOR REPORT SAVVIAN, LLC 150 CALIFORNIA STREET, SAN FRANCISCO, CA 94111 | www.savvian.com | 415.318.3600 MARKET HIGHLIGHTS Inside this issue MARKETMARKET HIGHLIGHTSHIGHLIGHTS Public market deal activity was light in Q3 2007 consisting only of Airvana’s $58MM IPO and Airspan Networks’ Market Highlights $30MM secondary offering Airvana is down 14% since pricing its IPO while Airspan has gained 25% since completing its secondary Summary Performance IPOs in 2007 have generally enjoyed positive after-market performance, with Infinera, Shoretel and Starent Observations seeing stock price gains of 55%, 36% and 76% respectively; Veraz is down 12% since pricing Trading Data During this past quarter Savvian's wireless infrastructure and wireline / data networking indices were up 19% and 16% respectively, outperforming the Nasdaq (up 3% during Q3); our integrated wireline / wireless index Transaction Activity declined 14% in the quarter Savvian Update Nokia’s purchase of NAVTEQ for $8.0Bn and Bain Capital / Huawei Technologies’ $2.2Bn acquisition of 3Com represented the two largest M&A transactions announced during Q3 Q3 saw over 25 communications infrastructure M&A deals announced, representing more than $13Bn in value Over the same timeframe, our coverage universe has seen 50 companies raise roughly $650MM in the private capital markets, suggesting ongoing receptivity to the broader communications infrastructure market by venture investors, private equity players and buyout firms (1) San Francisco Office -
View 2015 Master Plan
e Park latin Distr Pa ict COMPREHENSIVE MASTER PLAN FOR THE PALATINE PARK DISTRICT Palatine Park District Board of Commissioners Palatine Park District Administration Sue Gould Michael Clark President Executive Director Jay Cozza Trish Feid Vice President Executive Assistant Terry Ruff Elliott Becker Treasurer Superintendent of Finance and Personnel Staff Jennifer Rogers Tina Becke Commissioner Asst. Superintendent of Finance and Personnel Staff Nick Sawyer Ed Tynczuk Commissioner Superintendent of Parks and Planning Jim Holder Asst. Superintendent of Parks and Planning Steve Nagle Superintendent of Facilities Joshua Ludolph Project Team Asst. Superintendent of Facilities Hitchcock Design Group Planning and Landscape Architecture Keith Williams Superintendent of Recreation Heller & Heller Programs and Services Donelda Danz Asst. Superintendent of Recreation Williams Architects Architecture and Aquatics Issue Date: September 2015 2 PALATINE PARK DISTRICT COMPREHENSIVE MASTER PLAN Contents 05 Introduction 13 Chapter One: Assess: Inventory & Analysis 77 Chapter Two: Connect: Community Engagement & Needs Assessment 109 Chapter Three: Envision: Alternative Strategies 143 Chapter Four: Prioritize: Preferred Strategies 183 Chapter Five: Plan: Action Plan 201 Chapter Six: Appendix INTRODUCTION PALATINE PARK DISTRICT COMPREHENSIVE MASTER PLAN 3 4 PALATINE PARK DISTRICT COMPREHENSIVE MASTER PLAN Introduction Introduction From changes in leadership and administrative staff to shifting demographics, today’s Palatine Park District community looks very different than the Palatine Park District of 2005, the last time the District completed a comprehensive master plan. Planning Process Goals The planning process covers six key stages including Goals for this Comprehensive Plan include: Assess, Connect, Envision, Prioritize, Plan, and Implement. • Assess the existing park, facility, and The results of the initial five stages have been compiled programming conditions.