Strategic┬ásustainability┬áThe growing campus of Boise State University provides James Maguire, associate vice president for campus planning & facilities, the opportunity to build upon the strategic vision and master plan. He tells Linda Seid Frembes the importance of strategic sustainability. Boise State UniversityÔÇÖs 170-acre campus in Boise, Idaho, has grown from a small regional school into a nationally recognized university since its founding in 1932.

Looking to lead┬áSenior executives Remco Daal and Cheryl Gray tell Martin Ashcroft how CanadaÔÇÖs largest real estate services company is leading the market with proactive initiatives in sustainability. ÔÇ£If youÔÇÖre not building to a LEED standard of some sort, youÔÇÖre not thinking ahead,ÔÇØ says Remco Daal, president and chief operating officer of Bentall LP, CanadaÔÇÖs largest real estate services company.

A building to match┬áThough a city of just one million people, Edmonton has long been home to a thriving arts community. As Keith Regan learns, the Art Gallery of AlbertaÔÇÖs New Vision project is meant to give that community a world-class home for the visual arts. In recent years, the city of Edmonton, Alberta, has built a new performing arts center and has seen its downtown cultural and arts scene gain momentum.

Buyers market┬áThe economic slowdown has led to an increasing stock of residential properties on the market. Ben Sansom finds out why the prestigious new Laurel condominium in Manhattan is appealing to buyers. Experts agree that now is an excellent time to buy property if you have the financing available. With so many residential properties on the market and such variety to choose from, buyers can afford to be selective.┬á This means that for those with property to sell, the current market is tough.

David Lengacher introduces a forecasting tool ideally suited for use in the global economic crisis. When it comes to forecasting any aspect of a companyÔÇÖs future performance, the mathematics and calculations required can get very tricky. This is especially true in cases that involve managing risk and measuring opportunitiesÔÇötwo tasks which can involve hundreds, if not thousands, of potential outcomes with different likelihoods of occurrence.┬á  In this arena a single prediction, such as the most likely outcome, is of little use to managers.

┬áAdvancing the business in the down marketIn a downturn, forward-looking executives focus not only on survival, they also prepare the business for recovery. Article three in this series on effective executive management during an economic downturn describes the strategies and practices that business leaders must deploy to achieve this. IntroductionEconomic downturns are accompanied by the failure of weak businesses and ineffective executive teams.

Seventy three American International Group Inc. executives - including 11 who no longer work for the company - were each last week given bonuses worth more than $1 million, causing a backlash of anger from lawmakers and taxpayers.

Flying┬áhigh┬áThe Logistics Center of the FAAÔÇÖs Mike Monroney Aeronautical Center must move people, parts and heavy equipment at a momentÔÇÖs notice, Linda Seid Frembes finds out. The Mike Monroney Aeronautical Center in Oklahoma City is one of only two centers for the Federal Aviation Administration (FAA) and serves as the central logistics organization for the FAA and the Department of Transportation (DOT).

The winds of change┬áGlobal shipping agency Norton Lilly is eighteen months into a business transformation. CFO Jim Burton shares with Gay Sutton the secrets of managing change effectively. With a proud history dating back to 1841, Norton Lilly International is a well-known and highly respected name in the shipping industry. With offices in over 37 ports around the US plus others in Europe and the Middle East, it has grown to become North AmericaÔÇÖs largest independent shipping agency. Owned by H.W.

Asset light asset right┬áWhile many competitors in the transportation and logistics business have built up debt through acquisitions of vehicles, Panalpina has taken an entirely different approach, as Alan T Swaby learns. You would think that the name of the third- or fourth-largest mover of freight in the world might be vaguely familiar, particularly as the writer spent a couple of years living in Switzerland, where the Panalpina Group has its corporate headquarters.