By Dialogo August 28, 2012 A total of 2,281 kilograms of cocaine were confiscated in the Colombian Caribbean and in the proximity of the Dominican Republic, in two operations executed as part of the maritime interdiction agreement between Colombia and the United States, informed a military report on August 23 in Bogotá. According to the report, the confiscated drugs were transported in two boats that set sail from Colombian territory. The United States Coast Guard intercepted the first one, containing 1,181 kg of cocaine, very close to Providence Island. The other boat, contained 1,100 kg of the drug and four crewmembers on board, and was intercepted close to the Dominican Republic. The confiscated cocaine has a value close to $60 million in the international black market, indicated the report. The seized drugs are part of another 1,930 kg of cocaine confiscated this past week during two operations conducted close to the San Blas Islands (Panamá, in the Caribbean) and on the border of Costa Rica, emphasized the Colombian Navy.
8SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Housing staff in high performance headquarters facilities is more critical today than ever. High performance is now defined in two ways: a work environment that motivates staff to perform at their highest level and truly live the credit union’s brand, and a real estate strategy that provides the lowest operating cost over the long term.The key to accomplishing these goals is to create a sound and creative real estate and occupancy strategy with these seven critical components:1. Consider the long term.Short-term branching strategies often favor leasing, which typically costs less than owning for the first seven years of a 10-year program. However, 20-year projections should be used for scenario development, as it provides a rational timeframe of occupancy use.Most financial institutions occupy the same headquarters for more than 10 years. Even when the credit union owns the building, short-term thinking can be dangerous. For example, a 10-year projection may show the need for a 50,000-square-foot building at a cost of $9 million. This looks realistic in terms of current assets. But what happens at the end of 10 years? Should the CU sell the building and relocate? Or, would it be better to have purchased sufficient land to accommodate future expansion (and sell it if it’s not needed), or construct a building to meet 20-year needs (and lease to others in the meantime). The financial significance will be illustrated later in this article. continue reading »