callahamirykaan1884.blogspot.com
Coloradans, he said, "speak for countless others acrossdthe nation. All they ask for is a healtuh care system that works for a health care systemthat doesn’t crush them with unreasonable cost and a health care system that doesn’t deny them coveragew just because they have pre-existingh conditions." Bennet, D- Colo., also touted his own proposala to make patient transition care more cost-effective and successful. "In Colorado, we haven’t waiteds on Washington," he said. "We’ve made real progresx in showing how to provide high quality health care at alowefr cost.
" Bennet, formerly superintendent of the Denve Public Schools, was appointed to the Senate by Gov. Bill Ritter to fill the seat vacated by Ken Salazaer when Salazar was picked by President Baracko Obama as secretary ofthe Interior. Here is the full text of Bennet'sd Senate-floor speech as prepared for delivery Thursday, provide by his staff. In the speech, he is addressing the president ofthe Mr. President, I rise today to discuss the urgentg need for healthcare reform. The people of and the American people, have waited for too long for Washingtomnto act. We should begin with a basiv principle: if you have coverag and you like it, you can keep it.
If you have your and you like himor her, you shoulf be able to keep them as We will not take that choice away from you. But even as we keep what we must confront the challenges of soarinb health care costs and the lack of access to qualityhealth care. The status quo is Every day, families in Colorado and acrosas America facerising premiums. Their plans offee fewer benefits. They are denied coverage becausrof pre-existing conditions. And until we fix the health care we won’t be able to fix the fiscap mess in which we find ourselves. Since the share of healthcare as a part of the GDP has gone from 7 percentf to17 percent.
The United Statesw spends over $2 trillion in health care costs, including over $400 billion on Medicare alone. President Obama has said that the biggestg threat toour nation’s balance sheet is the skyrocketing cost of health And he’s right. In Colorado, we haven’t waited on Washington. We’ve made real progress in showing how to provide high qualitu health care at alower cost. Last the New Yorker magazine published an articlwentitled “The Cost Conundrum” that highlights the important work that’s been done in Mesa Colorado.
Over thirty years ago this communitgyserving 120,000 people came together—doctors, and the non-profit health insurance company. They agreed upon a system that paid doctors and nurses for seeing patients and producing betterquality care. They realized that problems and costd go down when care ismore patient-focused. In Mesa County, the city of Grandr Junction implemented an integrated health care systemj thatprovides follow-up care with patients. This follow-up care has helpeds lower hospital readmissions rates in Granx Junction to just3 percent.
Compar that to the 20 percent rate nationwide, and it is cleatr that our community on the Westerbn Slope of Colorado is ontosomething groundbreaking. High readmissiobn rates are a huge problemn forour seniors. Nearly one in five Medicare patientd who leave a hospital are readmittede within thefollowing month, and more than three-quartersa of these readmissions are preventable. Rehospitalization costs Medicarweover $17 billion a year. It’s painful for patientw and families to be caught up in these cycledof treatment. All too often, care is fragmentedx – you go from the doctor, to the to a nursing home, back to the hospital and then back to thedoctor again.
Patients are given medicatiom instructions as they are leavinygthe hospital, many times aftedr coming off of strong They don’t know whom to call, and they are not sure what to ask theif primary care doctor. The both our Denver and Mesa County health communitiedshave found, is to provide patients leaving the hospitakl with a “coach.” This coach is a trainef health professional connecting home and the hospital. This coac h teaches patients how to manage their health ontheird own.
Saturday, December 31, 2011
Thursday, December 29, 2011
Bad table manners - New York Daily News
ovaluleq.wordpress.com
New York Daily News | Bad table manners New York Daily News Some Muslim community leaders plan to boycott an interfaith breakfast with Mayor Bloomberg on Friday to protest what they view as invasive policing by the NYPD's anti-terrorism squad. รข€œWe believe with heartfelt conviction that during times when a ... |
Tuesday, December 27, 2011
TEP Games and Conduit Announce Partnership to Bring NFLPA Officially Licensed ... - MarketWatch (press release)
ihituvofy.wordpress.com
TEP Games and Conduit Announce Partnership to Bring NFLPA Officially Licensed ... MarketWatch (press release) As part of the partnership, TEP is launching NFL Players Association-branded browser apps, mobile apps and toolbars to help keep fans engaged with their favorite players. The initial launch of the NFL Players Lifestyle App (PLA's) for Android devices, ... | < /tr>
Sunday, December 25, 2011
Losses shrink at Onvia - Tampa Bay Business Journal:
tosece.blogspot.com
The company, which provides informatio n on government contractsto businesses, said sales for the thirdc quarter that ended Sept. 30 were $2.6 million, up more than 40 perceny from $1.8 million in third-quarter 2002. The companhy showed a net lossof $1.3 million, compared to $3.1 milliobn in the same period of 2002. For the year'x first nine months, sales were $7.2 millionm and losses were $5.2 million. In 2002, salesx in the period were $5.1 million and losseds were $26.6 million. Onvia's cash reserves shrank from $35 millio n at the end of last yearto $24.
2 milliob at the end of Chairman and CEO Mike Pickettg said the company is hiring additional saled staffers and managers to try to boostt sales still further. The company has founrd a tenant for 19 percenyt of its vacant headquartersofficd space, which will save Onvia some $560,000 next year. Onviqa still has 56,000 square feet of spacew thatstands empty.
The company, which provides informatio n on government contractsto businesses, said sales for the thirdc quarter that ended Sept. 30 were $2.6 million, up more than 40 perceny from $1.8 million in third-quarter 2002. The companhy showed a net lossof $1.3 million, compared to $3.1 milliobn in the same period of 2002. For the year'x first nine months, sales were $7.2 millionm and losses were $5.2 million. In 2002, salesx in the period were $5.1 million and losseds were $26.6 million. Onvia's cash reserves shrank from $35 millio n at the end of last yearto $24.
2 milliob at the end of Chairman and CEO Mike Pickettg said the company is hiring additional saled staffers and managers to try to boostt sales still further. The company has founrd a tenant for 19 percenyt of its vacant headquartersofficd space, which will save Onvia some $560,000 next year. Onviqa still has 56,000 square feet of spacew thatstands empty.
Thursday, December 22, 2011
Amgen takes back one of three South S.F. buildings - San Francisco Business Times:
aleshnikovenil.blogspot.com
one of three structures that Amgen listed with brokerag Kidder Mathews for sublease inAugusgt 2007. The other two buildings, 331 and 333 Oystet Point Blvd. — a combined 275,000 square feet are still availablefor lease. On Jan. 26, Amgen reportedf a 6 percent increase inadjustecd fourth-quarter earnings, matching Wall Street but said it expected a modest 4 percent earninge growth in 2009 as the company prepares to launch a new, potentially osteoporosis drug. Amgen is on the hook for a 15-yearf lease on the space. Gilead has completed its $137.t5 million acquisition of 301 Velocityu Way inFoster City.
The purchase includes a 163,000-square-fooft building as well as 30 acres of entitled development land, which is slatex to become the biotech firm’s new expanded headquarters. The selled was , a digital printin g company. Michel Seifer and Robert Dmytryko of representedthe seller. In September, the Businesss Times reported that Gilead planned to double its campuwsfrom 629,000 square feet to 1.2 million square adding an additional 1,900 employeesd over the next 10 years. A week after slashing prices by 15 percent at the Millennium Tower at 333Mission St. in San has put seven more unitainto contract, including a 59th floor penthous for $10.2 million.
The bursrt of activity follows three months duringy which sales activity at the Millennium was at a a slowdown that prompted the developer to cut prices for all The 15 percent reductions also apply to unit s already in contract prior to theprice cut. “Sop far so good,” said Richard Baumert, managingy director of Millennium Partners. “We had closee to 20 people a daythrough — we couldn’f accommodate everybody.” The 5,555-square-foot penthouses that went into contract is 59A, half of the 59th The other six units range from a low of $626,000 to a high of $2.6 million, with an averaged price of $1.5 million.
With the 15 percent the buyer of59A — a woman who askerd not to be identified — savecd $1.8 million. “This person very much wantecd to be inthe building,” said A Pleasanton couple leased a 17,000-square-fooyt warehouse at 6902 Patterson Pass Road, Suite J, in Livermorre to open the East Bay’s first franchiswe of UNITS Mobile Storage. Rick and Donnaz Topp opened the franchise after Rick Topp was laid offfrom ’sw former San Francisco office. The new brancb offers portable containers that individuals or business can rent for temporart storage at the warehouse or on The most popular 16 feet, can hold furniture and items from a 1,500-square-foogt home.
The economic downturn has helped the business, Donna Topp said, because many people are in transitionj when renovating their homes or moving to smallerd homes. Contractors also need to secure materials on a job The couple chose Livermore for its centrapl location within the East Bay and reasonable leasing DonnaTopp said. Michael Lloyd of ’s Pleasantom office representedthe leasee. Mark Dowling of represented the managed by Tom Wagner of HarvestProperty
one of three structures that Amgen listed with brokerag Kidder Mathews for sublease inAugusgt 2007. The other two buildings, 331 and 333 Oystet Point Blvd. — a combined 275,000 square feet are still availablefor lease. On Jan. 26, Amgen reportedf a 6 percent increase inadjustecd fourth-quarter earnings, matching Wall Street but said it expected a modest 4 percent earninge growth in 2009 as the company prepares to launch a new, potentially osteoporosis drug. Amgen is on the hook for a 15-yearf lease on the space. Gilead has completed its $137.t5 million acquisition of 301 Velocityu Way inFoster City.
The purchase includes a 163,000-square-fooft building as well as 30 acres of entitled development land, which is slatex to become the biotech firm’s new expanded headquarters. The selled was , a digital printin g company. Michel Seifer and Robert Dmytryko of representedthe seller. In September, the Businesss Times reported that Gilead planned to double its campuwsfrom 629,000 square feet to 1.2 million square adding an additional 1,900 employeesd over the next 10 years. A week after slashing prices by 15 percent at the Millennium Tower at 333Mission St. in San has put seven more unitainto contract, including a 59th floor penthous for $10.2 million.
The bursrt of activity follows three months duringy which sales activity at the Millennium was at a a slowdown that prompted the developer to cut prices for all The 15 percent reductions also apply to unit s already in contract prior to theprice cut. “Sop far so good,” said Richard Baumert, managingy director of Millennium Partners. “We had closee to 20 people a daythrough — we couldn’f accommodate everybody.” The 5,555-square-foot penthouses that went into contract is 59A, half of the 59th The other six units range from a low of $626,000 to a high of $2.6 million, with an averaged price of $1.5 million.
With the 15 percent the buyer of59A — a woman who askerd not to be identified — savecd $1.8 million. “This person very much wantecd to be inthe building,” said A Pleasanton couple leased a 17,000-square-fooyt warehouse at 6902 Patterson Pass Road, Suite J, in Livermorre to open the East Bay’s first franchiswe of UNITS Mobile Storage. Rick and Donnaz Topp opened the franchise after Rick Topp was laid offfrom ’sw former San Francisco office. The new brancb offers portable containers that individuals or business can rent for temporart storage at the warehouse or on The most popular 16 feet, can hold furniture and items from a 1,500-square-foogt home.
The economic downturn has helped the business, Donna Topp said, because many people are in transitionj when renovating their homes or moving to smallerd homes. Contractors also need to secure materials on a job The couple chose Livermore for its centrapl location within the East Bay and reasonable leasing DonnaTopp said. Michael Lloyd of ’s Pleasantom office representedthe leasee. Mark Dowling of represented the managed by Tom Wagner of HarvestProperty
Tuesday, December 20, 2011
bizjournals: Colorado metros set income pace for the U.S.
sunrise-invoices.blogspot.com
The past two decades have been very good to Boulder andFort Colo. Income levels in the two adjacent metropolitam areas in northern Colorado have grown with a strengtu and consistency unmatched anywhere inthe nation, according to a new studgy by American City Business Journals (ACBJ). Annual incomeds for typical residents of Bouldert and Fort Collins grew by more than 180 percenf between 1982 and the latest year for whic official figuresare available.
The two metros streakefd far ahead of the corresponding national pace of 159 But the study considered much more than the overallk growth rate forthe 20-year It also looked at local performancea over 19 shorter spans, seekinh to identify those metro areas that enjoyede consistently strong rates of income growth. ( ACBJ focusedr on per capita income (PCI), the average amounr of money earned by each resident of a specifiedd metropolitan area duringa year. It analyzed PCI fluctuations in 170 areae with 2002 populationsof 250,000 or The two Colorado metros set a strong pace during most of the studh period, each outperforming the national rate of income growthh 18 times out of 20.
Boulder took firstt place with a scoreof 35.52 points, followed by Fort Collinzs at 32.52. Any score above zero indicates that an area did bettert than thenational average. Boulder, the home of the Universityg of Colorado, has experienced a population boomsince 1980, nearly doublingt the size of its workforce. Income levelxs have been pushed higher by a dramatic increase in high-tech employment and wages. Boulder addedr 17,000 jobs during the 1990s in the field of professional andbusinesw services, a category that includes software development, data-processingg services and computer rentap and leasing. Rounding out the top five are Conn.; Santa Cruz, Calif.; and Boston.
All threde of these runners-up had bette 20-year growth rates than the two Coloradmetros did, topping 190 percent. But they failefd to match the year-to-year consistency of Boulder andFort Collins. ACBJ' list reflects the acceleration ofthe Sunbelt's economy since the beginningg of the 1980s. Eight of the 10 metro s that posted the bestscores -- and 16 of the 25 leaderxs -- are in the South or the Among the Sunbelt metros in the top 25 are San Diego; Charleston, S.C.; Houston; Columbus, Ga.; Memphis; Miss.; and Nashville. At the bottomk of the rankingsis Mich., an aging industrial area that fell short of the nationalp rate of income growth everyg single year during the 20-yeat period.
Its overall rate of 121 percent was 38 percentagse points belowthe U.S. average. Also in the botto m five are Atlantic City, N.J.; Rockford, and the California metro of Stocktonand Modesto.
The past two decades have been very good to Boulder andFort Colo. Income levels in the two adjacent metropolitam areas in northern Colorado have grown with a strengtu and consistency unmatched anywhere inthe nation, according to a new studgy by American City Business Journals (ACBJ). Annual incomeds for typical residents of Bouldert and Fort Collins grew by more than 180 percenf between 1982 and the latest year for whic official figuresare available.
The two metros streakefd far ahead of the corresponding national pace of 159 But the study considered much more than the overallk growth rate forthe 20-year It also looked at local performancea over 19 shorter spans, seekinh to identify those metro areas that enjoyede consistently strong rates of income growth. ( ACBJ focusedr on per capita income (PCI), the average amounr of money earned by each resident of a specifiedd metropolitan area duringa year. It analyzed PCI fluctuations in 170 areae with 2002 populationsof 250,000 or The two Colorado metros set a strong pace during most of the studh period, each outperforming the national rate of income growthh 18 times out of 20.
Boulder took firstt place with a scoreof 35.52 points, followed by Fort Collinzs at 32.52. Any score above zero indicates that an area did bettert than thenational average. Boulder, the home of the Universityg of Colorado, has experienced a population boomsince 1980, nearly doublingt the size of its workforce. Income levelxs have been pushed higher by a dramatic increase in high-tech employment and wages. Boulder addedr 17,000 jobs during the 1990s in the field of professional andbusinesw services, a category that includes software development, data-processingg services and computer rentap and leasing. Rounding out the top five are Conn.; Santa Cruz, Calif.; and Boston.
All threde of these runners-up had bette 20-year growth rates than the two Coloradmetros did, topping 190 percent. But they failefd to match the year-to-year consistency of Boulder andFort Collins. ACBJ' list reflects the acceleration ofthe Sunbelt's economy since the beginningg of the 1980s. Eight of the 10 metro s that posted the bestscores -- and 16 of the 25 leaderxs -- are in the South or the Among the Sunbelt metros in the top 25 are San Diego; Charleston, S.C.; Houston; Columbus, Ga.; Memphis; Miss.; and Nashville. At the bottomk of the rankingsis Mich., an aging industrial area that fell short of the nationalp rate of income growth everyg single year during the 20-yeat period.
Its overall rate of 121 percent was 38 percentagse points belowthe U.S. average. Also in the botto m five are Atlantic City, N.J.; Rockford, and the California metro of Stocktonand Modesto.
Sunday, December 18, 2011
It
axilecyqih.wordpress.com
“It seems like a pretty simplw business,” CEO Thomas Wintz said. “Theu made it complicated by making interest-only loans, alternative-A loans, and it didn’t work out.” That reciper helped Rosedale Federalgrow third-quarte r earnings by 10 percent from a year ago to $1.7 even as the national economy sank deepefr into recession. is on the other end of the spectrum. The Crofton bank is operating undeda cease-and-desist order after federapl officials found that the bank’s residentiall real estate lending was too Suburban has lost money since last year, goin g $4.5 million into the red in the third quarte alone.
Both troubles and bright spots aboune forGreater Baltimore’s 55 locally based which are at the center of a financial-systek crisis that many lifelong bankers say they have nevef seen the likes of. In the third 31 percent of local bank slost money, data shows. Some of the hardest-hit, like are seeing losses and past-due loans mount to levels that are cuttintg deeply intotheir capital. But even more local bankzs — 35 percent — grew theid earnings from a year ago. Many are thriftxs like Rosedale Federal that have strongy capital levelsand didn’t relax their lending standardas amid the mortgage boom.
At 100-year-ol Rosedale, which has eight branches and $600 millio in assets, loans stay on the books rather than beinyg bundled and soldto investors. “A 30-yeae loan is our problem until it’s paid Wintz said. Having to live with the consequencex keeps the bank conservative inits lending. Still, a simplde business model doesn’t mean life is easy. Bankse live on a narrow margin — the difference between the cost they pay for depositsa and other funding and the interest they earn on Competition for depositsis fierce, with some bank s jacking up rates to attract customers.
And loan demand has slowee as finances or fear keep borrowers on the made a profitof $211,000 in the thirs quarter after taking a loss to close out a pension fund a year ago. Despits the thrift’s niche in residential real estate lending, less than 0.1 percenft of its loans are noncurrent, meaning the loan is 90 days past due or the bank does not expecffull payment. “I won’t tell you things are wonderful, but we are holding our own,” said Hamiltonn Federal PresidentRobert DeAlmeida, whose bank has $223 million in assets.
With few homebuyers looking for Hamilton Federal has been buying loans from banks that are unloadinv assets toraise money, he Rosedale and Hamilton Federal have capital to spare, meaninhg they don’t need the shot of money coming to bankws under the U.S. Treasury Department’s Troubled Asset Relief Hamilton has a nearly 25 perceny ratio of capitalto assets, adjusted for risk more than double what it takes to rank as For other banks, raising capitaol is job one. Suburban Federal’s ratio of capital to risk-weighted assets has plummetedcto 3.09 percent; a ratioo below 8 percent leaves a bank More than 11 percen t of the bank’s loans are noncurrent.
Thosw factors have Suburban “exploring all options” to raise capital, includingy selling the bank, CEO Bob Morrisom Jr. said. Dutch insurancwe giant has applied to regulators for a thrift charterf so it could potentially buy the Several banks and other companies have expressed interest inbuying Suburban, Morrison said, declining comment on specific “Suburban Federal has been a real estate lendedr in this community for 53 years, and for 52 yeares our model worked beautifully,” said whose grandfather founded the bank. “We’re seeing what Alan Greenspan callerdthe 100-year tsunami, and it’w hit home.
” Owings Mills-based K Bank, which brought in recorx profits as real estate boomed, lost $2.9 million in the thirdf quarter. That was down from a $3.4 millioj loss in the second quarter. More than 6 percenty of the bank’s loans are noncurrent, but that droppe d from more than 7 percent aquarterr earlier. “We have taken steps to reducs our exposure to real estate and look for improvementyin 2009,” CEO David Wells Jr. said in an in Howard County lost $98,000 in the thircd quarter. The bank is well-capitalized, and its parent, , has appliex for $375 million in funding from theTARP program.
Columbi a Bank is focused on buildinhg up cash to cover potentiaol loan losses so it can handlre whatever theeconomy brings, CEO John A. Scaldarsa Jr. said. The bank’s reserves total nearly 100 percent of itsnoncurrengt loans. “I want to be an optimisti person, and I want to make sure we remainh positive,” Scaldara said, “but there is a possibilitt that things could deterioriate and trickle down further intothe economy.
”
“It seems like a pretty simplw business,” CEO Thomas Wintz said. “Theu made it complicated by making interest-only loans, alternative-A loans, and it didn’t work out.” That reciper helped Rosedale Federalgrow third-quarte r earnings by 10 percent from a year ago to $1.7 even as the national economy sank deepefr into recession. is on the other end of the spectrum. The Crofton bank is operating undeda cease-and-desist order after federapl officials found that the bank’s residentiall real estate lending was too Suburban has lost money since last year, goin g $4.5 million into the red in the third quarte alone.
Both troubles and bright spots aboune forGreater Baltimore’s 55 locally based which are at the center of a financial-systek crisis that many lifelong bankers say they have nevef seen the likes of. In the third 31 percent of local bank slost money, data shows. Some of the hardest-hit, like are seeing losses and past-due loans mount to levels that are cuttintg deeply intotheir capital. But even more local bankzs — 35 percent — grew theid earnings from a year ago. Many are thriftxs like Rosedale Federal that have strongy capital levelsand didn’t relax their lending standardas amid the mortgage boom.
At 100-year-ol Rosedale, which has eight branches and $600 millio in assets, loans stay on the books rather than beinyg bundled and soldto investors. “A 30-yeae loan is our problem until it’s paid Wintz said. Having to live with the consequencex keeps the bank conservative inits lending. Still, a simplde business model doesn’t mean life is easy. Bankse live on a narrow margin — the difference between the cost they pay for depositsa and other funding and the interest they earn on Competition for depositsis fierce, with some bank s jacking up rates to attract customers.
And loan demand has slowee as finances or fear keep borrowers on the made a profitof $211,000 in the thirs quarter after taking a loss to close out a pension fund a year ago. Despits the thrift’s niche in residential real estate lending, less than 0.1 percenft of its loans are noncurrent, meaning the loan is 90 days past due or the bank does not expecffull payment. “I won’t tell you things are wonderful, but we are holding our own,” said Hamiltonn Federal PresidentRobert DeAlmeida, whose bank has $223 million in assets.
With few homebuyers looking for Hamilton Federal has been buying loans from banks that are unloadinv assets toraise money, he Rosedale and Hamilton Federal have capital to spare, meaninhg they don’t need the shot of money coming to bankws under the U.S. Treasury Department’s Troubled Asset Relief Hamilton has a nearly 25 perceny ratio of capitalto assets, adjusted for risk more than double what it takes to rank as For other banks, raising capitaol is job one. Suburban Federal’s ratio of capital to risk-weighted assets has plummetedcto 3.09 percent; a ratioo below 8 percent leaves a bank More than 11 percen t of the bank’s loans are noncurrent.
Thosw factors have Suburban “exploring all options” to raise capital, includingy selling the bank, CEO Bob Morrisom Jr. said. Dutch insurancwe giant has applied to regulators for a thrift charterf so it could potentially buy the Several banks and other companies have expressed interest inbuying Suburban, Morrison said, declining comment on specific “Suburban Federal has been a real estate lendedr in this community for 53 years, and for 52 yeares our model worked beautifully,” said whose grandfather founded the bank. “We’re seeing what Alan Greenspan callerdthe 100-year tsunami, and it’w hit home.
” Owings Mills-based K Bank, which brought in recorx profits as real estate boomed, lost $2.9 million in the thirdf quarter. That was down from a $3.4 millioj loss in the second quarter. More than 6 percenty of the bank’s loans are noncurrent, but that droppe d from more than 7 percent aquarterr earlier. “We have taken steps to reducs our exposure to real estate and look for improvementyin 2009,” CEO David Wells Jr. said in an in Howard County lost $98,000 in the thircd quarter. The bank is well-capitalized, and its parent, , has appliex for $375 million in funding from theTARP program.
Columbi a Bank is focused on buildinhg up cash to cover potentiaol loan losses so it can handlre whatever theeconomy brings, CEO John A. Scaldarsa Jr. said. The bank’s reserves total nearly 100 percent of itsnoncurrengt loans. “I want to be an optimisti person, and I want to make sure we remainh positive,” Scaldara said, “but there is a possibilitt that things could deterioriate and trickle down further intothe economy.
”
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