Daily Archives: March 18, 2012

Angry About High Gas Prices? Blame Shuttered Oil Refineries | Waccabuc Real Estate by robert paul realtor

The average price of gas is up more than 10 percent since the start of the year, a point repeatedly made during Wednesday’s Republican Presidential debate. Predictably, the four GOP candidates blamed President Barack Obama for the steep increase.

Actually, the President doesn’t have that kind of pricing power. The more likely reason behind the price increase, though certainly less compelling as a political argument, is the recent spate of refinery closures in the U.S. Over the past year, refineries have faced a classic margin squeeze. Prices for Brent crude have gone up, but demand for gasoline in the U.S. is at a 15-year low. That means refineries haven’t been able to pass on the higher prices to their customers.

As a result, companies have chosen to shut down a handful of large refineries rather than continue to lose money on them. Since December, the U.S. has lost about 4 percent of its refining capacity, says Fadel Gheit, a senior oil and gas analyst for Oppenheimer. That month, two large refineries outside Philadelphia shut down: Sunoco’s plant in Marcus Hook, Pa., and a ConocoPhillips plant in nearby Trainer, Pa. Together they accounted for about 20 percent of all gasoline produced in the Northeast.

This week, Hovensa finished shutting down its refinery in St. Croix. The plant processed 350,000 barrels of crude a day, and yet lost about $1.3 billion over the past three years, or roughly $1 million a day. The St. Croix plant got hit with a double whammy of pricing pressure. Not only did it face higher prices for Brent crude, but it also lacked access to cheap natural gas, a crucial raw material for refineries. Without the advantage of low natural gas prices, which are down 50 percent since June 2011, it’s likely that more refineries would have had to shut down.

The U.S. refining industry is being split in two. On one hand are the older refineries, mostly on the East Coast, which are set up to handle only the higher quality Brent “sweet” crude–a benchmark of oil that comes from a blend of 15 oil fields in the North Sea. Brent is easier to refine, since it has a low sulfer content, though it’s gotten considerably more expensive recently. (Certainly another reason for higher gas prices.)

Then there are the plants that are able to refine the heavier, cheaper sour crude–the stuff that comes from Western Canada, the deep water of the Gulf of Mexico, and South America. These refineries tend to be clustered in the Midwest–places such as Oklahoma, Louisiana, and outside Chicago. These refineries also tend to have access to West Texas Intermediate crude, a grade of sweet oil similar to Brent, but that is produced in North America. Refineries on the East Coast lack access to WTI, leaving them at a disadvantage. While the price of Brent crude has closed at over $120 a barrel in recent days, WTI is trading at closer to $106. That simple differential is the reason older refineries on the East Coast are hemorrhaging cash and shutting down, while refineries in the Midwest are flourishing.

“The U.S. refining industry is undergoing a huge, regional transformation,” says Ben Brockwell, a director at Oil Price Information Services. “If you look at refinery utilization rates in the Midwest and Great Lakes areas, they’re running at close to 95 percent capacity, and on the East Coast it’s more like 60 percent,” he says.

This is primarily why the cheapest gas prices in the country are found in such states as Colorado, Utah, Montana, and New Mexico, while New York, Connecticut, and Washington, D.C., have some of the highest prices.

How We Rank the Schools | South Salem NY Real Estate

How We Rank the Schools

Our methodologies for ranking part-time MBA, executive MBA, and executive education programs differ in detail but share a focus on the end user

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The methodologies used by Bloomberg Businessweek to rank part-time MBA, executive MBA, and non-degree executive-education programs vary from simple to complex. All three rankings share one thing: a focus on the end-users’ satisfaction, whether they are students who attend the programs or companies that enroll employees.

Our ranking of non-degree executive-education programs is an example of the latter. To compile this ranking, Bloomberg Businessweek first asks the schools being examined to supply a list of client companies. Then, with the help of Cambria Consulting, we ask those companies to complete a survey asking which programs they are familiar with and which programs they consider the best. In both open-enrollment and custom categories, the companies rank their top programs. A No. 1 ranking is worth 10 points, a No. 2 ranking 9 points, and so on.

To calculate the final ranking, we compute each program’s point total, multiply it by the number of companies ranking it, then divide that figure by the number of companies that indicated a familiarity with that program. The goal: to identify the programs that are considered best-in-class by the vast majority of companies that are familiar with them.

For our ranking of executive MBA programs, the procedure is a little different. The EMBA ranking is based on two surveys—one of EMBA graduates and a poll of EMBA directors.

First we survey the graduates. Using e-mail addresses supplied by the programs participating in the ranking, we contact the graduates and ask them to complete a survey on teaching quality, career services, curriculum, and other aspects of their experience. The results of the 2011 survey are then combined with those from two previous surveys (2009 and 2007) for a student survey score that contributes 65 percent of the final ranking.

To complete the ranking, we turn to EMBA program directors. The director of each program participating in the ranking is asked for his or her top 10. We assign 10 points for every No. 1 ranking, 9 points for each No. 2 rating, and so on. The point totals for each program contribute the remaining 35 percent of the final ranking.

Our newest ranking—of part-time MBA programs—is by far the most complex. It’s based on separate measures of student satisfaction, academic quality, and post-graduation outcomes.

For the student-satisfaction measure, we survey part-time MBA students at participating schools—students who have recently graduated or are nearing graduation—about all aspects of their academic experience. To determine which programs are tops in academic quality, we combine six equally weighted measures: average GMAT score, average student work experience, the percentage of teachers who are tenured, average class size in core business classes, the number of business electives available to part-timers, and the percentage of students who ultimately complete the program.

To gauge post-graduation outcomes, we determine the percentage of student survey respondents from each school who say their part-time MBA program was “completely” responsible for their having achieved career goals. These can range from advancing a career with a current employer to finding a new employer or changing careers entirely.

The student survey contributes 40 percent of the final ranking, with academic quality and post-MBA outcomes contributing 30 percent each.