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Silverleaf AN-68 - History

Silverleaf AN-68 - History


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Silverleaf

(AN-68: dp. 1,275; 1. 194'6", b. 37'; dr. 13'6", s. 12.1
k.; cpl. 56; a. 1 3", d. Ailanthus)

Silverleaf (AN-68) was laid down on 3 February 1943 as YN-92 by Canulette Shipbuilding Co. Inc., Slidell, La.; launched on 11 December 1943; redesignated AN-68 on 20 January 1944, and commissioned on 26 May 1944, Lt. A. W. Brown, Jr., USNR, in command.

On 6 June, Silverleaf sailed for Melville, R.I., to hold her shakedown cruise from 13 to 30 June. She was in the Boston Navy Yard from 1 July to 29 August for post shakedown availability. The net layer moved to New York and sailed from there on 3 September with a southbound convoy. On the 10th, she was ordered to proceed independently to San Diego, via the Panama Canal.

Silverleaf arrived at San Diego on 3 October and operated between there and San Pedro until departing for Pearl Harbor on 5 December 1944. She remained there until 5 February 1945 when she steamed for Eniwetok, Marshall Islands. The tender was then attached to the 5th Fleet for the assault and occupation of Iwo Jima; remaining there with Task Force 94 until 10 August. From 13 August until 20 November 1945 Silverleaf operated from Guam and Marcus Island. On the 20th, she sailed for San Pedro, Calif., via Pearl Harbor, for disposal, arriving on 1 January 1946.

Silverleaf was stripped for sale to the Chinese Government, but the ship was in such poor condition that she was decommissioned on 18 April. She was struck from the Navy list on 5 June 1946 and sold to Joe Medina Enterprises, San Diego, Calif., on 31 March 1947 for scrap.

Silverleaf received one battle star for World War II service.


یواس‌اس سیلورلیف (ای‌ان-۶۸)

یواس‌اس سیلورلیف (ای‌ان-۶۸) (به انگلیسی: USS Silverleaf (AN-68) ) یک کشتی بود که طول آن 194' 6" بود. این کشتی در سال ۱۹۴۳ ساخته شد.

یواس‌اس سیلورلیف (ای‌ان-۶۸)
پیشینه
مالک
آغاز کار: ۱۱ دسامبر ۱۹۴۳
بندر اصلی: ملویل، رود آیلند
مشخصات اصلی
گنجایش: 1,100 tons
وزن: 1,275 tons
درازا: 194' 6"
پهنا: 37'
آبخور: 13' 6"
سرعت: 12 knots

این یک مقالهٔ خرد کشتی یا قایق است. می‌توانید با گسترش آن به ویکی‌پدیا کمک کنید.


Company-Histories.com

Address:
1930 AA Street
Greeley, Colorado 80631-9663
U.S.A.

Telephone: (970) 506-8000
Toll Free: 800-555-2588
Fax: (970) 506-8307
http://www.swiftbrands.com

Statistics:

Private Company
Incorporated: 1875
Employees: 21,400
Sales: $7.73 billion (2002.)
NAIC: 311611 Animal (Except Poultry) Slaughtering 311612 Meat Processed from Carcasses


Company Perspectives:
For over 150 years, Swift & Company has been providing quality beef and pork products under superior brand names to consumers nationwide. The Swift & Company tradition began with Mr. Gustavus Swift when he purchased a calf for $20.00 and sold the meat to his neighbors. Mr. Swift's innovative thinking was only the beginning. Today, Swift & Company is an industry leader in fresh ideas, products and technology. From our headquarters in Greeley, Colorado, we are proud to offer you high quality products under the Swift Premium and Swift brands. Our commitment to your needs continues as we constantly strive to develop and provide convenient, great tasting fresh beef and pork products.


Key Dates:
1855: At 16, and with $20, Gustavus Franklin (G.F.) Swift begins his own meat-market business.
1875: Swift first incorporates his business.
1900: Company opens shops in London, England.
1915: "Safety First" campaign is implemented by the company, reducing plant accidents by 50%.
1920: Company gross sales exceed $1.1 billion Swift disposes of side line businesses under terms of consent decree.
1931: Swift markets fresh meats under its Select, Premium, and other Swift labels.
1943: Despite Word War II, Swift plants continue to operate at full capacity G.F. Swift dies.
1953: Swift's Brown 'N Serve sausage products enter the marketplace.
1965: Construction of Swift beef plant in Grand Island, Nebraska, is finished.
1970: Swift's ProTen tender beef becomes the largest dollar sales, branded food item in the world.
1982: Swift is restyled the Swift Independent Packing Company (SIPCO).
1989: ConAgra acquires Swift and merges it with Monfort Inc. to form the Monfort Pork Division in Greeley, Colorado.
1994: ConAgra's Monfort Pork Division is renamed Swift & Company.
2002: ConAgra Food's beef, port, lamb, and Australia Meat Holdings (AMF) are spun off as Swift & Company.

With headquarters in Greeley, Colorado, and a 265,000 square-foot flagship processing plant in Worthington, Minnesota, Swift & Company is a leading processor of beef, pork, and lamb in both domestic and foreign markets. Swift also maintains plants and other operations at facilities in other locales, notably in Iowa, Kentucky, California, and Australia. Until its 2002 spin off from its status as a division of ConAgra, Inc., most of its products, largely pork, were marketed under the Armour name, another distinguished brand of a company also owned by ConAgra. Swift also supplies other meat processors and the food-service industry with beef and raw pork for such products as bacon, sausage, and ham it also offers several state-of-the-art product and information systems. A pioneer in vacuum-packaging, the company has an enviable history of providing high quality, fresh meat products worldwide and claims among its international customers companies in Canada, EU (European Union), Hong Kong, Japan, Korea, Mexico, and Taiwan. Two of its plants have been awarded ISO 9002 certification, the only two pork-processing plants in the United States to operate under that status. Although ConAgra retains a large minority interest in Swift, Hicks, Muse, Tate & Furst, in a partnership with Booth Creek Management Corporation, now hold a majority ownership in the business.

1855-1914: From Cape Cod Butcher to Chicago Meat Packer

Swift & Company traces it origins back to 1855 when, on Cape Cod, Massachusetts, 16-year-old Gustavus Franklin Swift, the ninth in a family of 22 children, encouraged by his father, started in business for himself as a slaughterer, packager, and distributor of beef. Until then, he had been working as a butcher in his brother's business, but he had bigger plans for himself and had wanted to try them out in New York City. His father, hoping to keep young Gustavus at home, cut a deal with the lad by offering to buy him his own steer if the new entrepreneur would stay on Cape Cod. His father put up $20, and Gustavus was in business. He bought a mature heifer, butchered it, and packaged it for sale to his neighbors.

Swift stayed in the East until 1875, when he moved to Chicago to become both a cattle dealer and butcher. It was there that he first incorporated his business and bought a shed-like structure to serve as his slaughterhouse. On the first day in the new facility, his fledgling company slaughtered 32 head of cattle. However, part of his plan was to ship live beef to the eastern states via the railroad. At the time Swift made his move to Chicago, western trail-head "cow towns" in Kansas and Nebraska were booming. These were the points where large herds of longhorn steers, bred in Texas but fed out on the northern plains, were rounded up and driven for shipment by rail to Chicago's Union Stockyards. From the Windy City, yet to be butchered, they were shipped to the East.

The Union Stockyards, which were established in 1865 by a group of investors, some of whom were friends of Abraham Lincoln, were processing over two million livestock by the time Swift moved to Chicago. By 1890, the figure had grown to nine million, and the city had been transformed into the largest hog and beef holding pen in the country. Still, the live shipment of cattle from the stockyard was a poor system that was inimical to the cattlemen's interests. For one thing, the live cattle lost up to 15 percent of their weight in transit. The rail service was also very poor and the cattle were often mistreated, given neither sufficient food or water. Some cattle, because of the primitive condition of railcar braking systems, poor rails and roadbeds, and frequent stops, arrived in poor physical health. The upshot was that the cattle frequently commanded only low prices in the East, where the western beef was slow to gain popularity.

Swift and a few others helped change the system by slaughtering beef and hogs and packing their meat in Chicago before shipping it to points East. However, through most of the rest of the century, meat processing was pretty much limited to the cold winter months. Not only did the industry lack an adequate distribution system to ship fresh meat to widespread markets, it had no means to prevent the meat from spoiling. Frustrated by this seasonal restriction, Swift tried to get the railroads to build refrigerator cars for transporting meat and dairy products, but the railroads resisted. After all, they had a lot at stake in shipping cattle live, including a great number of stock cars and excellent revenue obtained from their use.

Although he faced rigorous opposition from railroad officials, Swift finally got permission for use of cars on a railroad that permitted them on a roundabout route. Swift bought ten cars and started shipping packaged beef to eastern markets. Soon he started building his own refrigerator cars and secured patents on them, the start of a fleet of cars owned by his company.

1915-81: Swift & Company Grows into Industry Giant

Meanwhile, Swift saw his company grow into one of the nation's main meatpacking companies, with a reach throughout the United States. By 1900, it had also reached beyond national boundaries, opening shops in London, England. At home, the efforts of Swift and others helped transform Chicago into what poet Carl Sandburg styled "Hog-butcher to the World," that is, the world's largest slaughterhouse and meat-processing center.

Modernization was one key to the company's success. For example, in 1915 Swift implemented a "safety first" campaign, reducing plant-level industrial accidents by 50 percent. By that time, the company had also developed thriving side-line businesses, and though by 1920, under a consent decree, it was forced to dispose of some of them, it still offered various meat and byproduct items at company-owned outlets across the country. Swift had also diversified, branching out from beef to other meats, notably pork. According to its own 1915 company yearbook, Swift was offering a wide variety of products, including hams, sausage, bacon, chickens, eggs, butter, lard, shortening, oleomargarine, bouillon cubes, and various soaps (including scented toilet soaps). Despite being legally required to divest some of its sidelines, in 1920 the company still had sales exceeding $1.1 billion, and by 1922 its branch houses were still selling fresh, cured, and smoked meats, meat specialties, poultry, eggs, butter, cheese, oleomargarine, lard, shortening, cooking and salad oils, and soaps.

By 1921, the Union Stockyards in Chicago employed 40,000 workers and occupied more than a square mile of Chicago's South Side by 1926, Swift's rail carriers had grown into a fleet of over 5,000 refrigerator cars. That was at the virtual height of the industry's development in Chicago, which, during the Great Depression, started into a decline, albeit a slow one. In the worst of the Depression, in 1931, Swift was selling fresh meats under its Select, Premium, and other Swift labels to increasingly brand-conscious consumers.

The Union Stockyards remained one of the nation's great success stories. From 1893 to 1933, there was no year in which less than 15 million head of livestock were unloaded and processed there, and in two years in the 1920s over 18 million head were processed. The industry also garnered infamy during this time, however, for deplorable working conditions, as portrayed in the Upton Sinclair novel The Jungle .

Through the period of the Union Stockyards' growth and decline, Swift & Company built plants in several other locales, including, for example, in the Stockyards District of Fort Worth, Texas. The company opened a meat packing plant there in 1902, next to an Armour & Co. plant that opened in that same year. Situated on 14 acres, the Swift & Company plant was adjacent to tracks of the Fort Worth Western Railroad, which carried the plant's products to the East. In their heyday, when they were in full operation, the Swift and Armour plants between them processed up to five million head of cattle per year. In 1971, Swift closed down its operation there, just as, over time, it elsewhere closed many of its plants, partly because for a while it got out of the beef business and partly because the meat industry no longer had to depend on railroads for shipping its products. By that time, however, it had opened large plants in other locations, including, for example, a major operation in Grand Island, Nebraska, in 1965.

In the middle of the century, Swift was a huge operation, much larger than its descendant would be as a subsidiary of ConAgra at the end of the century. In 2002, while still a subsidiary of ConAgra Foods, Swift employed 4,500 workers, a significant figure to be sure, but nothing on the scale it reached when the meat packing industry was in full swing. By 1944, for example, approaching the end of World War II, the company could boast that 20,300 men and women of the Swift organization were in the military and auxiliary services. Despite the fact that many employees went into the military during the conflict, Swift's plants continued to operate at full capacity thanks to war-time demands. In 1943, the company's sales volume reached $1.4 billion.

1982-95: Changes in Ownership

In 1982, Swift underwent another permutation in structure and name, becoming Swift Independent Packing Company (SIPCO). It held its status as one of the nation's biggest beef and pork packagers. The next year, the company bought what would eventually become its principal plant, an Armour and Company facility in Worthington, Minnesota, that it purchased from Armour's parent, the Greyhound Corporation, At the time, it was a two-story, 95,000 square-foot facility, but eventually it would almost triple in size as Swift's operations there expanded.

By 1984, operating four beef and nine pork meat processing plants, SIPCO had become the second largest producer of fresh meats in the country. By then it was experimenting with case ready beef and was producing vacuum-packed and boneless pork. At its new plant in Worthington, it also introduced its Swift Brands, Swift Tender Lean, and Swift Premium products.

In 1987, ConAgra Foods Inc. acquired a 50 percent interest in SIPCO. Two years later, it bought the remaining shares, adding Swift to a swelling list of subsidiaries that included Monfort, Inc., a Colorado beef packer, which ConAgra had also purchased in 1987, at a cost of $365.5 million. Monfort had its beginnings back in 1930, when it opened a feedlot with 30 head of cattle. It gradually expanded, and in 1960 opened a major meatpacking plant north of Greeley, Colorado. In 1966, Monfort reported annual sales of $85 million with a payroll of $4 million. By 1968, its feedlot in North Greeley grew to process 100,000 cattle, the first single feedlot in the nation to reach that figure. Three years later the company went public. Once acquired by ConAgra, Swift was merged with Monfort into the Monfort Pork Division, which, in 1995, was renamed Swift & Company.

ConAgra, the parent company, traced its own history back to 1919, when, in Grand Island, Nebraska, it started out as Nebraska Consolidated Mills. It came into existence when four, independent flour mills merged and incorporated. The company became ConAgra (from Latin roots meaning "with" and "land") in 1971, selecting the name to reflect its focus on agricultural products. Over the next several years ConAgra grew into a diversified food producing and marketing giant with an array of products sold under several familiar-brand names: Healthy Choice, Butterball, Banquet, Hunt's, Orville Redenbacher's, Reddi-Whip, Slim Jim, and Armour.

Through the first half of the 1990s, ConAgra's Monfort Pork Division fared well, in part because of a widely disseminated ad campaign suggesting that as "the other white meat" pork was a healthy substitute for beef, and in part because a glutted market drove the cost of hogs down, most notably in 1995, when ConAgra's pork division, by then operating as Swift, enjoyed a very profitable year.

1996 and Beyond: Expansion and Another Ownership Shift

Swift's profits encouraged ConAgra to invest more in its subsidiary's growth. It approved expansion plans that led to both facility improvements and acquisitions. Swift, meanwhile, concentrated on adding value to its products and improving its operational efficiency. Among other things, in 1996 it expanded distribution of its line of Armour Premium branded, case-ready pork products. It also acquired a pork slaughterhouse in Indiana, slated to operate as a value-added processing plant, and improved the capacity of its coolers at its two largest plants. In the following year, 1997, it began building a new up-to-date pork processing plant to replace its outmoded facility in Lexington, Kentucky. The new plant was equipped to produce case-ready products.

In 1998, ConAgra purchased Chicago-based Zoll Foods, a privately held processor and marketer of custom-cut pork ribs and other pork products produced for the food service industry, and made it part of Swift & Co. At the time, Zoll was logging annual sales of about $100 million. Swift's president, David Heggestad, noted that Zoll provided a good fit with Swift's plans to increase its food service presence and grow its value-added line of products. Steven Zoll, president of Zoll Foods, stayed on to manage Zoll Foods, providing the formerly independent company with a high degree of autonomy.

By the decade's end, a significantly part of Swift & Co.'s growth involved its increasing export of pork and pork products. In 1999, the year in which Dennis Henley was named Swift's president and chief operating officer (COO), the company's Worthington, Minnesota, plant became its second pork producing plant to earn ISO 9002 certification--the only ones with that certification in the United States. In order to achieve the very demanding EU certification, the company established a full-service science lab in Minnesota. There, using microbiological and chemical testing, Swift's products were analyzed to safeguard against contaminants.

At the beginning of the new century, Swift & Co. continued to enjoy a reputation for producing high quality products and for its innovations. At its 265,000 square-foot flagship plant in Minnesota, it was slaughtering up to 16,000 hogs a day, and in the process put food safety at the top of its stringent requirements for preparing its pork for the marketplace. The company's position in the ConAgra family certainly seemed secure.

However, in SEC filings made in 2002, that parent announced that an agreement, signed on May 21, would legally transfer a majority interest its fresh beef and pork processing businesses to a new venture. The transaction, valued at about $1.4 billion, took place in August, when a 54 percent ownership of Swift passed to an investor group led by Hicks, Muse, Tate & Furst, Inc. (HMTF), with ConAgra retaining a 46 percent interest. According to a ConAgra news release, its minority stake in its meat processing business would reduce its equity in that segment of its business from over $1 billion to $150 million.

The impact of the deal on Swift was not immediately clear. HMTF and its venture partners, Booth Creek Management Corporation of Vail, Colorado, and George Gillet, took over the managerial reins, however. Also, ConAgra's premier, Pacific-Rim beef processing business headquartered in Brisbane, Australia, also fell under the managerial control of Swift & Company in Greeley and its staff, headed by John Simons, president and COO of the enterprise. In a press release issued when the deal was singed in May 2002, John R. Muse of HMTF stated that the arrangement would "further optimize the performance and build the value of" the operations of Swift & Company. Efforts to focus on the Swift Premium product line, in the form of a $10 million advertising campaign, began in 2003.

Principal Competitors: Farmland Industries, Inc. Hormel Foods Corporation Premium Standard Farms, Inc. Seaboard Corporation Smithfield Foods, Inc. Tyson Foods, Inc.

  • "ConAgra Acquires Zoll Foods," PR Newswire, January 14, 1998.
  • Swift, Louis F., and Arthur Van Vlissingen, The Yankee of the Yards: The Biography of Gustavus Franklin Smith, London: A.W. Shaw, 1927.
  • Reyes, Sonia, "Swift Sautes Plans to Meet Beefy Objectives," Brandweek, March 10, 2003, p. 8.
  • Taylor, Lisa Y., "Old Swift Site in Fort Worth Proposed for Apartments," Dallas Business Journal , October 27, 2000, p. 1.
  • Young, Barbara, "Production Paradigm," National Provisioner , February 1, 2001, p. 26.

Source: International Directory of Company Histories , Vol. 55. St. James Press, 2003.


Silverleaf (AN-68) was laid down on 3 February 1943 as YN-92 by Canulette Shipbuilding Co. Inc., Slidell, Louisiana launched on 11 December 1943 redesignated AN-68 on 20 January 1944 and commissioned on 26 May 1944, Lt. A. W. Brown, Jr., USNR, in command.

On 6 June, Silverleaf sailed for Melville, Rhode Island, to hold her shakedown cruise from 13 to 30 June. She was in the Boston Navy Yard from 1 July to 29 August for post-shakedown availability.

The net layer moved to New York City and sailed from there on 3 September with a southbound convoy. On the 10th, she was ordered to proceed independently to San Diego, California, via the Panama Canal.

Silverleaf arrived at San Diego on 3 October and operated between there and San Pedro, California, until departing for Pearl Harbor on 5 December 1944. She remained there until 5 February 1945 when she steamed for Eniwetok, Marshall Islands. The tender was then attached to the U.S. 5th Fleet for the assault and occupation of Iwo Jima remaining there with Task Force 94 until 10 August. From 13 August until 20 November 1945, Silverleaf operated from Guam and Marcus Island. On the 20th, she sailed for San Pedro, California, via Pearl Harbor, for disposal, arriving on 1 January 1946.


About the Matheson Team

Consistently one of Arizona’s top-performing real estate teams, The Matheson Team is renowned for their expertise, top-notch customer service and all-around excellence. The Matheson Team specializes in Scottsdale real estate, including luxury homes, golf homes, active-adult homes and much more.

The Matheson Team RE/MAX Fine Properities
21020 N. Pima Rd.
Scottsdale, AZ 85255 Connect with us:
(602) 694-3200

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Silverleaf's Seaside Resort in Galveston, Texas

Silverleaf's Seaside Resort is located on picturesque Galveston Island. The gentle surf, combined with sandy beaches and near-perfect weather year-round, makes this resort a wonderful getaway. This timeshare resort offers two-bedroom, two-bath condominiums. The resort is a perfect setting for beach activities and relaxation. Other resort amenities include a sports court, outdoor swimming pool and children's playground area. Antique lovers will enjoy the many quaint antique shops on the island. Galveston Island provides a variety of historical events and activities for all ages.

The most recent ad posted at this resort:

For Sale: make offer - New owners - Holiday Inn Club with Orange Lake Resorts. Across the street from the beach. Annual usage. Red exchange week. Maintenance fee $94/month paid through July 2018. 6-night Endless Escapes. Own this property at a frac.

Silverleaf''s Seaside Resort, Galveston, Texas

Silverleaf's Seaside Resort is located on picturesque Galveston Island. The gentle surf, combined with sandy beaches and near-perfect weather year-round, makes this resort a wonderful getaway. This timeshare resort offers two-bedroom, two-bath condominiums. The resort is a perfect setting for beach activities and relaxation. Other resort amenities include a sports court, outdoor swimming pool and children's playground area. Antique lovers will enjoy the many quaint antique shops on the island. Galveston Island provides a variety of historical events and activities for all ages.

Silverleaf's Seaside Resort is located on picturesque Galveston Island. Two-bedroom two-bath rooms with ocean views will highlight the planned Silverleaf's Seaside Resort, which is located approximately 70 miles south of Houston in scenic Galveston. Your unit is a short distance from the beach, just across the street with 635 feet of Gulf of Mexico beachfront property. The resort is a perfect setting for beach activities and relaxation. Other resort amenities include a sports court, outdoor swimming pool and children's playground area. Nearby attractions are The Galveston Trolley, reminiscent of the original streetcars of the early 20th century, serves the island with four custom-designed cars The Moody Mansion has been restored to its turn-of-the century grandeur and depicts home life of an influential, powerful Texas family The Strand Historic District is located along Strand and Mechanic Streets between 20th and 25th Streets. This National Historic Landmark District has been renovated and contains a wonderful collection of 19th century ironfront buildings, and Moody Gardens, 156 acres of educational and fun-filled activities for all ages. Visit a tropical rainforest, which features more than 1,700 species of tropical plants, fish, birds and butterflies the IMAX 3-D theater and the white sands of the Palm Beach with freshwater lagoons and even a yellow submarine for the kids.

Another beautiful resort is Inverness by the Sea. Inverness by the Sea provides a health club, whirlpool, tennis court, and outdoor pool which makes this resort the perfect place to enjoy all that historical Galveston has to offer. The famous Strand area and much more are within minutes from the Panoramic Gulf of Mexico view.


Amenities

Rooms at Silverleaf's Seaside Resort (silverleafresorts.com/resorts/silverleafs-seaside-resort) feature airy tropical-themed décor, private bedrooms, furnished living rooms and full kitchens. At the Lodge building, visitors will find budget-priced rooms while the President building offers enlarged floorplans and two exclusive penthouse units. Across both Lodge- and President-lodging types, rooms at the Seaside Resort feature indoor whirlpools, high-definition flat-panel televisions and wireless Internet connections.


Beauty and Authenticity

Drawing on the beauty of nature and community, DC Ranch is deeply connected to both.

DC Ranch is a 4,400-acre community located adjacent to the matchless grandeur of the McDowell Sonoran Preserve in North Scottsdale. Inspired by the original beauty and authenticity of the land, DC Ranch is the result of careful consideration of how the elements of community come together.

Diversity flourishes at DC Ranch with 26 unique neighborhoods nestled within four distinct residential villages – Country Club, Desert Camp, Silverleaf, and Desert Park – sharing open spaces that accentuate a sense of living with the land. The first home was completed in 1997, and currently 2,800 homes and approximately 7,000 residents live on the Ranch.

The DC Ranch Promise: Living Connected

DC Ranch seamlessly connects people to the beauty of both the created environment and the natural Sonoran Desert. Residents feel a sense of community, connecting with each other in friendship and common interest. It is a thoughtfully crafted community designed with unprecedented attention to detail.

DC Ranch has a distinctive governance structure with ample resources that exist to ensure a legacy of an amenity-rich and active way of life. The highest standards and a convenient north Scottsdale location establish DC Ranch as a nationally desirable place to live with an exceptional quality of life and premium home values.

DC Ranch History

Beginning as a family homestead in the early 1900s, DC Ranch grew into a working cattle ranch that transformed into the Scottsdale of today. Its rich history is a tale straight out of the great American West.

Community Values

These values have permeated the programs and services offered at DC Ranch

Sense of Community

DC Ranch is a dynamic community in which stakeholders feel a sense of connection, shared commitment and mutual responsibility. We welcome civic and social involvement, value volunteer service, promote caring relationships, encourage open communication and sustain active and friendly neighborhoods.

Environmental Stewardship

We value the beauty of our Sonoran Desert surroundings and are committed to sound, long-term stewardship of the natural environment. We will continue to be sensitive to the natural landscape, maintain the ecological integrity of the area and respect the adjacent Preserve lands.

Family

We strive to maintain a healthy and nurturing environment for families in all their many forms, including programs, facilities, services and other resources designed to meet a wide range of family needs through all stages of life.

Healthy Lifestyles

DC Ranch provides a community environment conducive to healthy lifestyles and personal well-being, enabling each resident to achieve and maintain his or her own desired level of health and fitness.

Diversity and Inclusiveness

DC Ranch is a welcoming and inclusive community whose residents represent a great diversity of interests, age groups, heritage, culture, religious beliefs, traditions and life stages. We value and respect all community stakeholders and consider the diversity of our residents to be an asset of the community.

Lifelong Learning

As community stakeholders, we believe in continuous learning and personal growth as a lifelong endeavor. Through high quality community-based educational programs and relationships with educational institutions, we value opportunities that provide new experiences and broaden our knowledge.

Artistic and Cultural Opportunities

DC Ranch strives to provide and support a wide variety of artistic and cultural opportunities within the community. We endeavor to integrate culture and the arts into our various community activities and support such programs in the community at large.

Relationship with Larger Community

DC Ranch understands the importance of communicating, collaborating, volunteering and sharing with others outside our immediate boundaries. We are committed to cultivating and maintaining quality relationships within the larger community of which we are part.

One Community, Four Villages

DC Ranch is a welcoming community made up of four different villages—Country Club, Desert Camp, Silverleaf, and Desert Parks. Explore them all to discover the distinctive character and unique architectural style of each.

Contact Us

Reach staff, look up office hours and addresses, ask questions, or give feedback here.

Governance

Learn about the inclusive community management structure, organized to deliver the integrated services of DC Ranch.

Visioning & Planning

Discover the DC Ranch Master Plan, a long-term strategy for guiding the future growth and development of the community.


Silverleaf Resorts, Inc.

Silverleaf Resorts helps vacationers get away without going far away. The company owns and operates more than a dozen time-share resorts in six states (Florida, Georgia, Illinois, Massachusetts, Missouri, and Texas). Its resorts feature amenities such as golf, clubhouses, and indoor water parks. Silverleaf's portfolio of properties include six "destination resorts" located near national tourist areas, and seven affordable "getaway resorts" located near major metropolitan markets. The company also owns and operates a hotel near the Winter Park recreational area in Colorado.

Change in Company Type

Previously a public company, in 2011 SL Resort Holdings, an affiliate of Cerberus Capital Management , purchased Silverleaf for $94 million.

Silverleaf owns and operates time-share resorts with a wide array of country club-like amenities, such as golf, clubhouses, an indoor water park, swimming, tennis, boating, and organized activities for children. Nearly all of Silverleaf's revenues come from Vacation Interval sales, interest income, and management fees.

Geographic Reach

Silverleaf's "getaway resorts" are located near major cities such as Chicago, Dallas, and St. Louis, and are designed to attract short-stay vacationers -- a vacation trend that Silverleaf believes is growing in popularity.

Sales and Marketing

Sales to existing customers accounts for about 60% of total Vacation Interval sales. The company focuses on these customers because they require lower related sales and marketing costs compared to new customer sales.

The company is focusing on long term expansion goals of developing new resorts. It has purchased some 15 acres of undeveloped land in Grand County, Colorado with plans to develop about 130 Vacation Interval units on the property. The company also has a tract of land in the Berkshire Mountains of Western Massachusetts that it plans to develop, as well as about 60 acres to develop in Wisconsin.

Silverleaf is in the middle of construction of an indoor water park at its Fox River Resort in Sheridan, Illinois, which primarily serves the Chicago market. The construction is scheduled for completion in the summer of 2014. The $10 million 19,000 square foot indoor water park will include a lazy river and numerous other water rides.


Orange Lake Resorts Acquires Silverleaf Resorts, Inc.

Orange Lake Resorts Acquires Silverleaf Resorts, Inc.

Today, Orange Lake Resorts announced that they have purchased Silverleaf Resorts, Inc. through their parent company, Orange Lake Holdings.

Silverleaf Resorts, Inc., an affiliate of Cerberus Capital Management, L.P., operates 13 timeshare resorts across the U.S. Although their headquarters are based in Dallas, Texas, Silverleaf offers resorts in six states including Texas, Florida, Georgia, and Missouri.

Through this purchase, Orange Lake will not only acquire the Silverleaf properties, but will also welcome their 3,000 employees and 120,000 vacation ownership members to their corporation.

Orange Lake Holding plans to run the two resort groups as independent brands: Holiday Inn Club Vacations ® and Silverleaf Resorts. Combined, however, the company’s portfolio will include 26 resorts, 7,200 villas, and 320,000 timeshare owners.

CEO of Orange Lake Resorts, Don Harrill shared, “With this acquisition, we will be doubling the size of our parent company. This is a historic development for both companies. With our combined reach, we continue to stay on the forefront of providing diverse travel experiences for today’s changing market.”

President of Orange Lake Holdings, Thomas R. Nelson added, “With a history that spans more than 30 years, Silverleaf Resorts is a natural fit with our growing product offerings and customer demographic. We look forward to welcoming this successful vacation ownership brand into our resort family.”

For Silverleaf owners, there is no need to worry about your membership perks. Orange Lake Holdings plans to support the current Silverleaf membership program and benefits.

CEO of Silverleaf Resorts, Thomas J. Morris commented, “We’re excited to join with such an iconic brand that can trace its roots back to the founding of modern hospitality in this country. We are excited for the future and the tremendous opportunities this affords us.”

Stay tuned to The Timeshare Authority blog for more news on the Silverleaf Resorts acquisition.


Watch the video: Sterling Silver Leaf Tutorial Part 1 (June 2022).


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