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Cycle Essentials Compression Arm Sleeves
Cycle Essentials Compression Arm Sleeves : When you're out on a ride, its not just your legs you put through their paces. Your arms take a beating too.
Cycle Essentials Compression Arm Sleeves Specs:
- More oxygen to your muscles
- 400 fit and dynamic gradient compression boosts your endurance by getting more oxygen to your active muscles
- Recover quicker
- Less lactic acid build-up, less muscle vibration and less pain later
- Stay protected
- 50+ UV protection, permanent antimicrobial treatment and moisture wicking
- 76% Nylon - 24% Spandex
Cycle Essentials Compression Arm Sleeves :SKINS cycle essentials compression arm sleeves are based on 400 fit and feature dynamic gradient compression to get more oxygen to your active muscles
Cycle Essentials Compression Arm Sleeves :Increased circulation also helps prevent lactic acid build-up, while muscle focus helps limit injury risk – so you'll be armed and ready to ride first thing in the morning.
Cycle Essentials Compression Arm Sleeves :The arm sleeves are designed to fit under SKINS jerseys with elastic grippers to prevent slipping. Wear them for warm up practice or to extend the length of short sleeved tops mid season, then slip the sleeves into your pocket for easy storage.
In stock items will ship within the next business day. Available item(s) is/are available to order. Most available items will ship within 9 business days, sometimes the process is faster and of course it will ship to you ASAP. There might be some exceptions, example: supplier is out of stock or manufacturing delays. If you have any doubt your item is in stock please call us at 303-984-4649.
For shipping rates and/or international shipping rates and policies, please click here.
If you placed an order at 123Mountain and you don't like it just send it back for a refund, applicable for the item not shipping costs*. Ship it back and as long as your item is in unused condition with original tags, boxes, etc. Please follow the steps at Return Policy Page.
No returns on sale / promotional / discounted item(s).
* Even if the shipping was free we paid the carrier for the service provided and we will deduct $7.95 for Economy, $12.95 for Ground, etc.
Not stoked on your gear? Looking to return it? No problem, we have an Unlimited Return Policy as long as item(s) is/are in UNUSED CONDITION. We try to guarantee complete satisfaction with unlimited lifetime returns. If at any time - now, next month, in 30 years - you're not 100% satisfied, send your gear back for a refund. No questions asked. Check out Return Policy Page here. No returns on sale / promotional / discounted items, though.
PRICE MATCH WARRANTY x 2!
We need your help to always make sure 123Mountain has the best prices! You may even benefit in the process. If you find an identical product at a lower price and in stock through another online site we will refund two times the difference.
Here's how it works:
• Place the order on 123Mountain.com at our current price.
• Email us within 24 hours that you are requesting a price match, including a link to the site where you saw the lower price.
• We will adjust the price and take care of your refund.
For further information please go to 100% SATISFACTION page.
We offer three types of membership; Elite, Premium and Standard. Each membership group has fantastic advantages everything from store credit to an extra 10% OFF and FREE shipping.
Find out more which membership level that fits you the best, click here.


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Book your room at Carvi Hotel New York
Please enter your travel dates.
Executive queen
Executive Double Room
Hotel in New York's Midtown East - Grand Central neighborhood near Rockefeller Center
Rockefeller Center nearby
Situated in New York's Midtown East - Grand Central neighborhood, this hotel is close to Sony Wonder Technology Lab, Rockefeller Center, and St. Patrick's Cathedral. Area attractions also include Museum of Modern Art and Radio City Music Hall.
Property amenities
Carvi Hotel New York provides air conditioning in public areas, a safe deposit box at the front desk, and parking (surcharge).
Free Wi-Fi
Televisions come with cable channels. Guestrooms also feature complimentary wireless Internet access, coffee/tea makers, and phones.Information missing or incorrect? Tell us!
Carvi Hotel New York
- Overview
Carvi Hotel New York features a safe deposit box at the front desk, an elevator (lift), and air conditioning in public areas. Onsite parking is available (surcharge). Room service is available 24 hours.
- Total number of rooms - 39
- Air-conditioned public areas
- Self parking (surcharge)
- Elevator/lift
- Luggage storage
- 24-hour front desk
- Dry cleaning/laundry service
- Parking limited (surcharge)
- Parking (surcharge)
- Room service (24 hours)
- Safe-deposit box at front desk
- Internet
Available in all rooms: Free Wi-Fi
- Parking
Parking (surcharge), Self parking (surcharge), Parking limited (surcharge)
- In the room
- Bathrobes
- Complimentary toiletries
- Rollaway/extra beds available
- Phone
- Coffee/tea maker
- Hair dryer
- Iron/ironing board
- Cable TV service
- In-room safe
- Climate control
- Air conditioning
- Complimentary newspaper
- Free Wi-Fi
The Fine Print for Carvi Hotel New York
- Check-in
Check-in time starts at 3 PM
- Check-out
Check-out time is noon
- How you can pay
Accepted at this hotel: American Express, Discover, MasterCard, Visa
- You need to know
Extra-person charges may apply and vary depending on hotel policy.
Government-issued photo identification and a credit card or cash deposit are required at check-in for incidental charges.
Special requests are subject to availability upon check-in and may incur additional charges. Special requests cannot be guaranteed.
- Fees
- The following fees and deposits are charged by the property at time of service, check-in, or check-out.
The above list may not be comprehensive. Fees and deposits may not include tax and are subject to change.
- Self parking fee: USD 35 per day
- Rollaway bed fee: USD 50 per night
- We Should Mention
No pets and no service animals are allowed at this property.

subset: commoncrawl


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Celebrity Central / Top 25 Celebs
Credit: Bauer-Griffin
Published: Saturday September 28, 2013 06:00 AM EDT
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New mom and dad Kim Kardashian and Kanye West stay close and casual in the City of Light on Saturday amid Paris Fashion Week.
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Washington State Patrol warns of statewide phone scam
The Washington State Patrol is warning people about a phone scam occurring in the state where people are being asked to call in to a Florida area code number (813) and provide their Social Security Number.
Victims are reporting these callers are passing themselves off as WSP and U.S. Justice Office personnel investigating an identity theft case and needing people to "call today" with their SSNs.
WSP recommends calling a local state police office to confirm the caller is an employee. The local number is (425) 401-7788.
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Position Vacancy Listing
NOTE: Unless confidentiality is requested in writing, the names of applicants must be released upon request. Finalists cannot be guaranteed confidentiality. In the case where there are fewer than five finalists, the names of the five most qualified candidates must be released upon request.
Feedback, questions or accessibility issues: firstname.lastname@example.com
© 2008 Board of Regents of the University of Wisconsin System


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Catch a Moment in Time
Less than 24 hours after Saturday's Hall of Fame Classic, the sun fired up Doubleday Field for another perfect day in Cooperstown.
All that tangibly remained of the June 16 legends game were some lines in the dirt: Bert Blyleven's spike marks on the mound, the outline of Military All-Star Ryan Hurtado's diving catch on the left field warning track.
The echoes, however, still sounded.
Then, a new noise: The brushing of soles against the ground as parents, grandparents and children arrived for Sunday's Family Catch. As the gates opened, they walked expectantly onto the grass, bringing with them the aroma of sun screen and leather gloves. Finding a space on the field, they began the ancient ritual of a game of catch.
Fathers and sons, moms and daughters, granddads and grandmas. It was a fitting Father's Day scene in baseball's hometown, where generations connect everyday.
Throughout Hall of Fame Classic Weekend – at Friday's Youth Skills Clinic, at Saturday's parade and game, at Sunday's Family Catch at Doubleday Field – the National Pastime brought folks together, a centrifugal force that crosses time and culture. That force is what brings fans back to Cooperstown.
In five weeks, it will once again be on display for the world during the July 20-23 Hall of Fame Weekend. The moment will be for Barry Larkin and Ron Santo – the Class of 2012 – but the celebration will be for everyone who loves baseball.
Thank you, Cooperstown.
Craig Muder is the director of communications at the National Baseball Hall of Fame and Museum
3 Comments
Yes..Thank you, Cooperstown and thank you, Craig!
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this superb blog! I suppose for now i'll settle for book-marking and adding your RSS feed to my Google account.
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Chief Justice Tani G. Cantil-Sakauye
"Trial by jury is one of the fundamental ideals of American democracy; serving as jurors reminds us that these ideals exist only as long as individual citizens are willing to uphold them..." More »
This year, California celebrates the 16th anniversary of Juror Appreciation Week. In 1998, the California Legislature designated the second full week in May each year to honor the important contributions of citizens who devote their time and effort in "making the cherished right of trial by jury a reality." (News Release)
There have been numerous positive changes to jury service in California over the years. Two notable improvements are the one-day or one-trial system that makes jury service more manageable, and plain-language jury instructions that make jury service more understandable.
Each year, the Administrative Office of the Courts (AOC) and the superior courts team up to recognize the millions of Californians who answer the call to serve their communities and put into practice the fundamental American ideal of justice.
Why celebrate Juror Appreciation Week?
Why participate in jury service?
You have the opportunity:
Did you know?
In FY 2009-10 statewide, Californians participated in jury service in the following ways:
Other Resources
Thank you for your service!


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187 Hillcrest Shopping Ctr, Lower Burrell, PA | Directions 1506840.584201 -79.708927
This store has the most outdated, conservative choice of fabrics I've ever seen. So disappointing. What's with the rows and rows of fleece? Am I missing something? Is fleece with cartoon characters all the rage suddenly? There's absolutely nothing hip and fresh there. Nothing of quality or high class to make curtains or upholster furniture with. The most hip or trendy thing they have there are a small variety of the usual animal print fabrics on cheap flimsy fabric. No damask fabrics, nothing flocked, nothing silk or tafetta, nothing of quality or classic appeal. Just rows and rows of cartoon fleece and fabrics that look like they blew in from 1940 - BLAH! I heard from someone today that the monroeville store is much more up to date and carries a higher class choice of fabrics. This store is appealing to a much older generation only.
I find a deal everytime I walk in that store! – I got 30! Dollar hook hold backs for ten bucks fabric to make an entire canopy for like 40 including sheers for around my bed I love this store always clean and friendly I know everyone at the store by name!
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IFC invests in companies that are developing new products and markets, restructuring and modernizing to become internationally competitive, and expanding and moving toward a regional or global presence.
IFC focuses on clients that are, or have the potential to be, strong players in their local markets. In middle-income countries, we increasingly support local second-tier companies and cross-border investments.
We also aim to play a strong role in developing local companies in IDA countries. Our emphasis on building local capacity, providing cutting-edge global expertise as well as financing, enables client companies to become more competitive and sustainable.
Our focus is on building centers of excellence in the sectors in which we operate, so that IFC offers global sector knowledge and best practices to clients. As these industries represent some of the most carbon-intensive sectors, we are helping clients develop and undertake investments that help reduce carbon emissions and energy consumption.


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The Cuero Development Corporation (CDC) works to provide economic development services to those interested in starting up, relocating, or expanding a business to Cuero, Texas. We are dedicated to the promotion, enhancement and development of economic growth in the community.
Having a central location between Houston, Austin, San Antonio, and Corpus Christi, makes us a desirable community for those looking for a home, place of business, development opportunity or just a day trip. No matter your type of business, Cuero has an educated labor pool that can address workforce needs. We also have a close partnership with Victoria College and the University of Houston-Victoria, which provides educational opportunities and training for our citizens.
Visitors and residents alike enjoy the vibrant historic downtown that is filled with shopping, art, restaurants, and displays of rich heritage. The wonderful museums and newly renovated DeWitt County Courthouse are a source of pride.
The Cuero Development Corporation would be happy to answer your questions about the City. From demographics to utilities, we can provide all of the information you need.
Randall Malik
Executive Director


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Clinton told lawmakers on Wednesday that she had gotten an update on the probe in recent days from FBI Director Robert Mueller, who returned from a trip to Libya last week. She said the FBI is now trying to determine "how best to respond" to the leads they have.
But Clinton vowed that those responsible for the attack would be brought to justice even if it takes some time.
"We will respond," she said.


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Leslie Stevens-Huffman
Distress call
In January 2004, Doug Hutcheson accepted a promotion to CFO and executive vice president of Leap Wireless International Inc., just three days before the company filed for bankruptcy.
What makes the move even more unusual is that Hutcheson didn't have a background in financial management.
Many of the company's problems were tied to less-than-advantageous financing agreements requiring aggressive customer acquisition thresholds, which, in turn, led to disproportionately high expense levels.
Hutcheson says that someone needed to step up to the challenge.
"I had the industry background and understood the business model," says Hutcheson. "The company needed someone to complete the job, or it was likely that the continued operation of the business would be in jeopardy. It wasn't easy, but when the music stopped, there was only one right answer.
"I think that sometimes you have to do what is right, not necessarily what is easy. That's how I feel about my decision to take the position here at Leap Wireless. It would have been easy to say no; the right thing was to say yes."
The company emerged from bankruptcy, and in January 2005, Hutcheson was named president and CEO.
Hutcheson says that he found many things to salvage at Leap Wireless, including a unique niche in the marketplace: Providing pre-paid wireless services to demographically underserved customers a business model that has so much potential, Hutcheson refers to it as "pixie dust."
He says he kept the same basic model and strove for cost-efficiency, value for customers and a strategic investment model designed to continue the needed expansion at a digestible and affordable pace.
Rebuilding a company
"We had excellent customer data; there were nice trend lines and good numbers on new customer acquisition," says Hutcheson.
"The data spoke to where the strengths were. However, you had to be a keen observer and accept that the people issues would have to be right in order to achieve financial success."
Repositioning the company as a low-cost provider and solving the people problems would come through a companywide restructuring that eliminated $140 million in annual operating expenses during the next four quarters. To accomplish the goal, Hutcheson used both an internal and external team that reviewed every item on the expense lines. He listened to all of their recommendations as to where to make cuts and used data and a stepped-process for implementation. "Restructuring greatly accelerates the number of difficult decisions you have to make," says Hutcheson. "You don't know that every recommendation you are given is right. I make evidence-based decisions and look at the hard data first. Intuition is the last element I consider, and I use that to apply velocity to the process."
He says he breaks down most major decisions into smaller ones, takes them sequentially and waits to assess the impact before making more. "You have two choices as a CEO when you have to cut back 30 percent in operating expenses," says Hutcheson. "You can cut the entire 30 percent from one area, or you can break it down and take 25 percent from smaller line items. I don't like to eliminate entire functions because I think that it rips the company apart."
The bankruptcy aided Hutcheson in his turnaround efforts by providing the opportunity to renegotiate the troublesome financial agreement covenants. The financial benefit was that related costs dropped 50 percent over the next three quarters.
The reorganization reduced the employee count from 2,300 to 1,200. Hutcheson says that he was able to keep the remaining core group of personnel intact through the difficult days of the restructuring process by providing them a great deal of information about what was happening and continuing to assure them that turning the company around was an achievable goal.
Armed with a reduced cost structure, Hutcheson began to focus on returning to growth by rebuilding a senior management team to help take the company forward. He augmented the retained group of 17 leaders by hiring eight new senior managers from outside Leap Wireless.
"I looked for people who had a general management philosophy, so they can relate their functional expertise back to the overall needs of the business," says Hutcheson. "I also looked for people from outside the industry because I wanted to break old habits. Lastly, this business runs on the details, so I wanted people who were willing to really understand what happens on the front lines." To assess the candidates, Hutcheson spent time asking them about their experiences and philosophies, looking for a match. He says that the group ended up being exceptionally strong, and he has learned that a CEO's success lies in the ability to manage strong people.
"I think that the way to manage strong people is to give them clear goals and expectations, give them what they need to do the job and let them go to it," says Hutcheson. "The secret is to give them the latitude and to keep them busy. People are either clamoring to get control, or hoping someone else will take it. When everyone is very busy, they aren't worried about getting control because they can't take on any more responsibility and they aren't getting in each other's way."
Disciplined expansion
Part of Hutcheson's profit formula calls for alternating periods of investment and the addition of new markets with periods of new customer and market assimilation.
This disciplined approach has enabled Leap Wireless to continue to expand while maintaining a low-cost infrastructure. Hutcheson says that by not pushing the company beyond its limits, he can stretch the bandwidth of the firm's management infrastructure, but not to the breaking point.
He has also implemented a more planned, organized approach to growth.
"In February 2005, we won $285 million in new market licenses," says Hutcheson. "Everybody wanted to just jump in and start doing things, so I pulled everyone back. Now we take 60 to 90 days to draft our business plan when we go to open a new market."
Hutcheson says that his growth plans contain clear, time-bound goals of what has to be achieved, and they are specific in assigning responsibility for results to individual staff members. "I like to be specific about doing things the right way, not the easy way, because people will play to the edge of the box," says Hutcheson. "As an example, you can't just say, 'Go sign 5,000 subscribers.' You have to specify the cost for getting the 5,000 subscribers. The business plan defines the risk that the corporation is willing to take."
Hutcheson completes his business plan by outlining the resources that will be provided to the staff to accomplish the task, then checks in frequently to get a sense for progress and to hold people accountable for the results. Lastly, he takes the time to thank people for their efforts and to let them know they are appreciated. "I think that you can't ever thank people enough for what they do," says Hutcheson. "I try to spend more energy on what's right than wrong, because people respond to positive comments."
Operational simplicity
Growth will continue to be part of the expectation from Leap Wireless' shareholders because there are numerous untapped markets left to be conquered. Wireless spectrum acquisitions are awarded based upon a competitive bidding process that requires a "win" in order to expand into the market, but under Hutcheson's watch, that win no longer comes with an "at any cost" mentality, and the firm is no longer making decisions based upon capital market pressures.
The overhead reduction efforts initiated by Hutcheson give Leap Wireless the lowest operating cost per customer in the telecommunications industry, driving success in the bidding wars. When combined with alternating periods of investment, profits have ensued, and Hutcheson has been able to finance new market acquisitions through a combination of cash and borrowing, keeping the debt load lower than in the years preceding the bankruptcy. Revenue has increased from $914 million in 2005 to $1.1 billion in 2006.
In addition, lenders are more confident in the model, so he's been able to garner more favorable terms, reducing financing costs even further.
While Hutcheson kept the "pixie dust" that was the original business plan, he says that a big part of the firm's financial success is tied to operational simplicity. Credit is not an issue because customers pre-pay, and the company doesn't finance hardware for customers through long-term contracts.
In addition, Hutcheson remastered Leap's footprint optimization plan through demographic analysis and by keeping the model simple and profitable. "We continue to find new ways to help customers pay for the service, which enables us to expand our reach, and we look for certain demographics in any new prospective service area, such as ethnic diversity of the population, the employment prospects for the area and the quality of our coverage," says Hutcheson.
He relies on focus groups to determine additional services customers want, and following his theory of planned implementation, he always pilots any new program before offering it on nationally. Balancing customer demand for new services with a planned growth approach leads to some of his most difficult decisions.
"These are the hard decisions, and anyone that says they aren't hard just does not understand," says Hutcheson. "There are things that our competitors offer that our customers want, and we cannot offer those things and maintain our model not offering first-class seating on Southwest Airlines is an example of that type of decision. We are positioned as a value leader. "If we can bring it to the industry as a value leader, we go front and center. If we cannot do it cost-effectively, we pass. However, what cannot be done today can, in many cases, be done in the future as the company develops, gets better technology, or develops better relationships. Many things can be solved if you have a long enough timeline."
HOW TO REACH: Leap Wireless International Inc., www.leapwireless.com
The benefits of equipment leasing
For CEOs, it seems as if requests for new phone systems, computers, copiers and networking equipment are an everyday occurrence. Certainly, a continuous investment in office and communications equipment is necessary in order for a company to remain competitive.
How to finance capital equipment can be a major decision for CEOs. Many choose leasing as a preferred method. Each leasing company has its own lease agreement. So knowing the most advantageous terms in a lease agreement is vital when it comes time for the CEO's selection.
"Equipment leasing can be an attractive and flexible alternative means for a business to acquire equipment rather than paying cash or borrowing money," says Sandra L. Shippey, partner with Procopio, Cory, Hargreaves & Savitch LLP. "There are some pluses and minuses in lease agreements that CEOs should be aware of before they sign on the dotted line."
Smart Business spoke with Shippey about the advantages of leasing and what CEOs should know before signing a lease agreement.
What type of contract is an equipment lease?
An equipment lease is generally a 'net' lease where the lessee agrees to lease the equipment from the lessor for a noncancelable fixed term of years, and the lessee must pay rent, taxes and insurance and agree to maintain the equipment throughout the lease term. At the end of the lease, the lessee either returns the equipment to the lessor in the condition required by the lease, purchases the equipment pursuant to a purchase option contained in the lease, or renews the lease for an additional term.
What are the advantages of leasing equipment versus purchase or direct financing?
- Preserves working capital: Generally, lease financing is 100 percent financing, so there is often no down payment required from the lessee, which will result in the lessee preserving working capital. This is particularly beneficial to emerging companies that want to conserve their limited cash resources.
- Lower rates: Often, the lessee will pay lower rates for a lease than a loan because the lessor, as the owner of the equipment, will be able to take advantage of accelerated depreciation tax benefits and pass on at least some of the tax savings from those tax benefits to the lessee in the form of reduced rent. Again, this will help a business conserve its working capital through the life of the lease.
- Fewer covenants: Generally, loan transactions contain significant restrictions on management's decisions and contain financial and other restrictive covenants on the business itself. Usually, but not always, equipment leases contain less restrictive business and financial covenants.
- Flexibility in structure: An equipment lessor can provide many different types of leasing structures that will provide flexibility to a potential lessee such as reduced lease payments in the early years with higher lease payments in later years as the business grows to increase cash flow; options to upgrade the equipment during the lease term; different purchase options from mid-term early purchase options to end-of-term purchase options at a price equal to the equipment's fair market value or a predetermined fixed amount; and renewal options.
What should CEOs be aware of when reviewing a lease agreement?
Usually, a lease proposal or term sheet will be provided by a potential lessor that describes the basic structure of the lease that will be documented in more detail in the actual equipment lease agreement.
Lessees should be particularly aware of the following issues that are generally negotiable.
First, review the proposed structure including the lease term, rental payment amount, amount of casualty and termination values, and minimum insurance requirements so that the structure adequately meets your business requirements.
Second, note whether any purchase options or renewal options are offered and whether you might want to put any limits on fair market value purchase options and renewal options.
Third, see if any business or financial covenants will be applicable so you can determine whether they will be acceptable from a business perspective.
Fourth, notice if any tax indemnification will be required from you.
Fifth, see if you are allowed to self-insure against any risks, which is important if this is currently part of your strategy.
Finally, find out the required return conditions for the equipment and whether they are acceptable from a business standpoint.
With such a competitive market, it may be possible for CEOs to negotiate successfully on many of these points and achieve the best terms for their business.
SANDRA L. SHIPPEY is a partner in the law firm of Procopio, Cory, Hargreaves & Savitch LLP. Reach her at (619) 515-3226 or firstname.lastname@example.com. For more information, visit www.procopio.com.
Bottom-line health
Studies have shown that for every dollar a CEO spends on employee wellness programs, the company receives $2 to $3 in return. Not only is the tangible ROI favorable, but so are the intangible benefits, and the average monthly cost can range from zero to a minimal $2 to $4 per employee. This is great news, considering that group health insurance premiums have been increasing an average of 15 percent per year and the work force is aging and staying on the job much longer.
Employees who are healthy have better attitudes and are more engaged in their work factors that most employment experts say leads to greater productivity. Today's technology allows more employees to be reached by wellness programs, and accompanying the increased reach is program cost-effectiveness.
"There are three main factors that are driving the rise in health care costs: the aging population, medical technology advances and greater availability of prescription drugs," says Brenda Fagan Johnson, employee benefits specialist with Westland Insurance Brokers. "One way that an employer can impact the rising cost of health insurance is by having healthier employees."
Smart Business spoke with Johnson about the evolution of employee wellness programs and how CEOs can benefit from initiating a program.
What types of employee wellness programs are available?
Wellness programs are frequently available through your group health insurance plans. They offer newsletters and on-site health fairs, as well as brown bag lunch-and-learn sessions, for employees. Online wellness programs offer educational tools and health risk-assessment information. They often include a 24-hour nurse hotline offering advice in one-on-one sessions. Coaching programs that assist employees with goal-setting and then give them support as they work to achieve their goals are available via telephone.
There's also something for every company's budget. CEOs can create low- and no-cost programs that can be an adjunct to an insurer's employee wellness program or as a standalone entity. Those options include organizing wellness committees and participating in community-based walk/run events. Many of the wellness materials are free through your health plan or other government-sponsored programs. Your committee can help to secure and distribute these materials and organize your events.
What are the benefits of an employee wellness program?
The definition of wellness is the condition of being healthy or sound as a result of diet and exercise. The data on the impact of employee wellness programs shows reduced absenteeism; lower worker's compensation costs; lower costs of health care claims and disability claims; and improved employee morale. All of these contribute to a good working environment, low employee turnover and higher productivity.
Studies have shown that it takes about $45,000 on average to hire and train a new mid-level worker. Employee wellness programs help position companies as an employer of choice, which will both attract new workers and retain the ones you have. About 65 percent of the American population is overweight. Smoking contributes greatly to heart disease and cancer. Employee wellness programs create a culture of 'healthfulness' and support from fellow employees for losing weight and quitting smoking.
Today's work environment can be very stressful, so addressing good mental health as a component of a wellness plan is vital. An Employee Assistance Plan (EAP) is made up of short-term crisis counseling for family issues, legal problems, debt resolution and a full array of resources for everyday challenges that can hinder employees from focusing on work. The cost of an EAP plan is about $2 per employee per month.
How can a CEO influence employee wellness?
Leading by example and executive sponsorship are the keys to any program's success and an attitude shift among workers. CEOs can emphasize the importance of employee health by attending committee meetings and events and even suggesting healthy choices in the employee cafeteria or a change to heart-healthy snacks in the vending machine. CEOs can further demonstrate their support by offering incentives to employees who set wellness goals for themselves and achieve them.
I had one client who installed an on-site gym, but often the wellness committee can organize lunchtime walks or perhaps negotiate a company discount at a local gym as low-cost alternatives. In any case, it is important to stay with the program, because the results are realized over time as are the long-term benefits for the employees and the company.
What role can my insurance broker play?
Your broker will have a variety of plans for you to choose from, including those available through your health insurance carrier or as standalone programs. It can also provide you with information about free sources of information about employee wellness.
BRENDA FAGAN JOHNSON is an employee benefits specialist with Westland Insurance Brokers. Reach her at (619) 641-3234 or email@example.com.
Saving lives
Technological advances have allowed procedures that were formerly conducted exclusively at teaching hospitals to be performed at local community hospitals, providing many benefits to patients, their families and employers.
The endovascular stent graft procedure, used primarily to treat abdominal aortic aneurysms and thoracic aortic aneurysms, is an example of a minimally invasive procedure that extends life and replaces the maximally invasive surgery that was formerly used to treat these fairly common occurrences.
Not only does "localization of the procedure" make it more readily available to those who need it, there's reduced recovery time and a lower risk of side effects associated with the surgery. All of that translates to lower costs in the form of reduced hospital stays, shorter disability periods and lower medical bills, says Dr. John Eugene, chair of cardiac surgery at Western Medical Center Anaheim.
"Because a patient often needs this surgery later in life, many were too ill to undergo the procedure when it was conventional surgery," says Eugene. "Now we are able to treat more patients and extend their lives."
Smart Business spoke with Eugene about the endovascular stent procedure and how it benefits patients.
Who is at risk for an aneurysm?
An aneurysm is a sac formed by the dilation of the wall of an artery, a vein, or the heart. Aneurysms can occur in the aorta either in the abdomen (abdominal aortic aneurysm or AAA) or in the thorax (thoracic aortic aneurysm).
Those at greatest risk are males older than 60 years, people with an immediate relative who has had AAA, people with high blood pressure and smokers.
What is an endovascular stent graph?
An endovascular stent graft is a tube composed of fabric supported by a metal mesh called a stent. It can be used for a variety of conditions involving the blood vessels, but most commonly to reinforce a weak spot in an artery called an aneurysm. Over time, blood pressure and other factors can cause this weak area to bulge like a balloon and eventually enlarge and rupture. The stent graft seals tightly with your artery above and below the aneurysm. The graft, which is stronger than the weakened artery, allows blood to pass through it without pushing on the bulge.
What does the procedure involve and why is it less invasive?
Aortic aneurysms are potentially serious health problems since a burst aorta results in massive internal bleeding that can be fatal unless treated rapidly by an experienced emergency medical team. Endovascular stent graft repair is designed to help prevent an aneurysm from bursting. The term 'endovascular' means 'inside blood vessels.' To perform endovascular procedures, vascular surgeons use special technologies and instruments.
These procedures require only a small incision or puncture in an artery or vein. Through these punctures, a vascular surgeon inserts long thin tubes, called catheters, which carry the devices through your blood vessels to the location of the aneurysm. Generally, endovascular treatments allow you to leave the hospital sooner and recover more quickly, with less pain and a lower risk of complications (including death) than traditional surgery, because the incisions are smaller.
Sometimes traditional surgery is required if the shape or the location of the aneurysm is not favorable for an endovascular treatment.
How should I select a surgeon?
It is important to select a cardiovascular surgeon who has a great deal of experience with the procedure. With greater experience, competency increases and complication rates decrease. All medical centers benchmark their outcomes, so be certain to ask about the center's and the cardiovascular surgeon's performance. Also, write down all of your questions, so you remember to ask them when you visit the surgeon for your consultation.
The cardiovascular surgeon should be willing to discuss every detail of the surgery with you. There are great sources of information available to help patients understand their options, the procedures and any risks.
How does having the availability of this procedure here in Orange County benefit the community?
Prior to this procedure becoming available locally, many patients had to travel to find hospitals that could accommodate them. The waiting lists were long. Also, the cardiovascular surgeons were located by the facilities, so travel was required for follow-up visits, and in the event of an emergency no local physician was available who was trained to provide treatment.
DR. JOHN EUGENE is chair of cardiac surgery at Western Medical Center Anaheim. For more information about cardiothoracic surgery at Western Medical Center Anaheim, phone (714) 502-2668, e-mail email@example.com or visit the Web site www.westernmedanaheim.com.
Strategic licensing of intellectual property
As the U.S. economy continues its shift from the manufacturing sector to services and the information age, a new commodity has emerged: intellectual property. Initially, most intellectual property was employed by its owner for internal use. Now, licensing of intellectual property to others has become a huge generator of income for a vast number of U.S. businesses.
The global intellectual property licensing market is estimated to be worth hundreds of billions of dollars annually. By some measures, the value of U.S. intellectual property licenses abroad is now comparable to that generated by the export of goods.
"In addition to using licensing as a revenue generator, licensing of intellectual property from others is an essential element of virtually all businesses' strategic plans," says Jacob C. Reinbolt, partner and member of the Intellectual Property Team at Procopio, Cory, Hargreaves & Savitch LLP. "Those who license most effectively both in and out will have a far greater chance of succeeding than their competitors who do not license effectively."
Smart Business spoke with Reinbolt about what CEOs should know regarding the licensing of intellectual property.
What should CEOs know about licensing intellectual property?
Licensing is an extremely effective tool because of its infinite flexibility compared to the purchase or a sale of intellectual property. However, that same flexibility can be a double-edged sword if the license agreement isn't structured properly.
Most businesses license both 'in' and 'out.' A good example of 'licensing in' is a software application. The software company grants you the rights to use its software in the manner that it specifies, but it retains ownership of the intellectual property that continues to generate revenue for them. When you sell a widget to another business, that business is free to use the widget in any manner it wishes, with no restrictions. If you 'license out' the rights to use that widget through a license agreement, it may limit when, where and how that business can use the widget, or only grant the rights for a specific period of time.
Whether a CEO is 'licensing in' or 'out,' the terms of the license agreement are important.
What are the different forms of license agreements and what are the issues to be aware of with each of them?
The first is the patent license. The most common problem with patent licenses is the failure to recognize that a patent does not grant the patent owner the right to make anything. Rather, it grants the right to exclude others from making, using or selling the invention.
The second is the trademark license; its main problem is that the licensor must maintain quality control over the product or service sold by the licensee, but may not go so far as to create a franchise by specifying a manner of doing business. For example, if you own the service mark 'Sunny Tanning Salons' and license the right to use that mark for a salon, you can specify the minimum quality level for the tanning services tans that don't fade for a week but not that the walls in the salon have to be yellow.
The third is the copyright license. Copyrights are unique because they include six different rights within the copyright itself. By not anticipating their future needs, the licensee may not get all of the rights that they require. For instance, the New York Times licensed articles from writers for print publications but then later published them electronically. The newspaper didn't anticipate the evolution of electronic media when it acquired the pieces and thus never obtained the right to republish the works in that manner. It was sued and lost.
The fourth are trade secret licenses, which are critically important because trade secret protection can be perpetual. The catch is that the licensor must take reasonable efforts to maintain the confidentiality of the trade secret. A good example is the Coca-Cola formula. Had it been protected by a patent, the protection would have expired and the recipe divulged. By using trade secret licenses, Coke has managed to protect the recipe for over 100 years.
What are the top five clauses to include in license agreements?
- Representations and warranties: because the licensee needs to be sure the licensor has the right to grant the licensed element.
- Scope: it's important because it covers territory, manner of usage and distribution.
- Delivery and acceptance: to ensure that what you are getting actually works.
- Modifications and enhancements: to ensure that the licensee remains competitive, such as having the right to receive upgrades.
- Limitation of liability: it's important to put a cap on your potential exposure.
Protection of the licensed intellectual property is also extremely important, particularly if any trade secret information is involved.
JACOB C. REINBOLT is a partner and a member of the Intellectual Property Team at Procopio, Cory, Hargreaves & Savitch LLP. Reach him at email@example.com or (619) 525-3868.
Executive protection
While the need for executive protection is universally recognized in publicly traded companies, CEOs of closely-held companies often fail to understand that they have some of the same exposures as their counterparts in public firms. Directors and officers in closely held corporations can be sued for unfair competition, restraint of trade, wrongful termination or harassment says Royce Sheetz, a commercial insurance broker with Westland Insurance Brokers. They may have personal liability whether the claimants are relatives, shareholders or investors.
The best time for CEOs of private firms to seek and secure protection is sooner rather than later, because as the time nears for a sale or an IPO, it may become too expensive or difficult to secure the coverage that you need.
"With all insurance, it is easier to secure coverage if you have a documented history," says Sheetz. "As companies approach a financial event such as bringing in outside investors, an IPO, or even the sale of the company, they will find it much easier to find adequate limits at an affordable premium if they already have a track record. Fortunately, there have been changes in coverage and availability that make securing the insurance more affordable from the outset."
Smart Business spoke with Sheetz about how CEOs can benefit from the recent changes in executive insurance protection.
What are the policy form changes that CEOs should be aware of?
There has been an increase in flexibility when purchasing coverage that simulates a 'cafeteria plan' in employee benefits insurance. This enables a CEO to combine a number of different coverages in one policy under a single liability limit. Here are the types of coverage that are available and a brief description of their protection.
- Directors and Officers Liability (D&O) - The directors and officers of a company make operating decisions every day, and those decisions could ultimately result in litigation by other businesses for wrongful business practices such as fraud or unfair competition. Also, D&O provides protection in the event investors sue the executives if they don't get the return that they anticipated.
- Employment Practices Liability Insurance (EPLI) - Employment-related offenses include wrongful termination, harassment (sexual and otherwise), discrimination, failure to promote, even failure to hire.
- Fiduciary Liability - This provides coverage should employees (or former employees) sue the company because the pension and or retirement plan didn't perform up to expectations. The Enron situation of several years ago is the most obvious example of the need for this coverage, but any company with any kind of retirement plan (401[k], profit-sharing, etc.) has this exposure.
- Internet Liability - Any company that uses e-mail or has its own Web site has exposures in this area.
- Errors and Omissions (E&O) - This is professional liability for those companies that might need it such as computer technology firms.
- Crime Provides expanded crime coverage, such as employee theft or unauthorized credit card usage, which may not be available in a standard business package insurance policy.
- Kidnap and Ransom (K&R) - Because it provides coverage should you or your employees be the victim of a kidnapping or some other form of extortion, this is very important if a company has employees traveling internationally.
How have these policy changes affected premiums?
There have been two very positive changes. First, there are more carriers offering coverage, so pricing is more competitive. Also, when these coverages were purchased a la carte, each policy was subject to its own minimum premium, which could have been $2,500 to $5,000. Now with only one policy, there's only one minimum premium charge for all of the coverages you select.
Buying the insurance when your risk is lower will also help keep your premiums more affordable over time. It's like buying auto insurance: it's harder to secure and more expensive if you wait until you have an accident.
What factors should CEOs consider when purchasing executive protection coverage?
It's important to consider your business plan and any upcoming changes such as bringing in outside investors, new product development, adding a location or increased hiring. All of these events increase your exposure, so it's better to contemplate them in advance when you are making your purchase so you can select higher limits from the outset.
What role should my broker play?
In order to partner with your broker successfully, it is important to share all anticipated changes in your business. The application for coverage will ask about plans that will increase exposure and your broker will have the best advice about how to secure the coverage you need well in advance of the event.
ROYCE SHEETZ is a commercial insurance broker with Westland Insurance Brokers. Reach him at (619) 584-6400 ext. 3261 or email@example.com.
Finding treatment for trauma
At any time, CEOs and corporate employees may find themselves in need of a trauma center. On an annual basis, the three trauma centers in Orange County treat between 4,000 to 5,000 patients, mostly as a result of blunt traumas such as car accidents or falls.
The difference between life and death following a trauma is time. Survival often rests on how quickly the patient can be seen by a physician and receives the necessary specialized help. Enter the role of the trauma center, which differs greatly from the standard emergency room.
"You can't go to just any hospital following an accident," says Frank Nastanski, M.D., associate director of trauma at Western Medical Center Santa Ana. "Its general surgeon might need to be summoned from home, and an hour may be too long to wait for a patient with a bleeding spleen."
"We are part of a community safety net, and we save lives," says Humberto Sauri, M.D., medical director of trauma at Western Medical Center Santa Ana.
Smart Business spoke with Nastanski and Sauri about why access to a trauma center is vital and how it saves lives.
What makes a trauma center different from a standard emergency room?
Trauma centers have operating rooms that are set-up for immediate use. They are staffed with operating room teams, including an anesthesiologist and a trauma surgeon who are on duty 24 hours a day seven days a week. We also have specialists on call who can handle any type of emergency situation. These include plastic surgeons, neurosurgeons, replant specialists, pediatricians, urologists and pulmonary cardiologists. Our nursing staff is also certified for trauma, and we have the equipment and the necessary supplies available to treat for trauma, such as blood for transfusions.
In addition to trauma certification, as the professional staff treats more patients, they gain experience and the outcomes are better. Trauma centers have that experience because they are fully dedicated to trauma; they don't dabble in it. In addition, they are required to take extra educational units every year in trauma treatment.
How are trauma centers certified?
Orange County was one of the first places in the country to have an organized trauma system. The accrediting body, the American College of Surgeons, which conducts an annual two-day site review, has certified Western Medical Center in Santa Ana as a Level II trauma center.
How can CEOs benefit from the trauma center?
The presence of a trauma center is great security for employees. Because we are centrally located in Santa Ana, we rarely need to airlift anyone to the trauma center, which saves time, money and lives.
Most paramedics treat patients and triage them at the scene, but they need to have somewhere to take them. We have a better than accepted survival rate, and prospective employees will take the presence of a trauma center into consideration when deciding to relocate to Orange County.
Recently, we treated a construction worker who had fallen 40 feet while working on a new supermarket. We were able to save his life. If that same accident had happened somewhere else in the country where the resources of a trauma center were not available, the outcome might not have been as positive. Workers who are injured on the job are also brought into the trauma center, and that contributes to great piece of mind for CEOs.
Even though trauma centers see critically injured people, we are able to save lives because we are trained and staffed to handle any type of injury. You never know when it could be you, a family member or an employee that requires the services of a trauma center.
FRANK NASTANSKI, M.D., is associate medical director of trauma at Western Medical Center Santa Ana.
HUMBERTO SAURI, M.D., is medical director of trauma at Western Medical Center Santa Ana. For more information visit www.westernmedicalcenter.com/HospitalServices/DesignatedTraumaCenter.
Family incentive trusts
As executives plan for their retirements and ways to secure their families' futures, they have traditionally set up wills and trusts to pass along wealth to their children and to mitigate tax consequences.
These types of estate-planning documents can provide peace of mind for executives, along with financial security.
A relatively new way to pass along a sense of ethics and values that helped to create the family wealth is the Family Incentive Trust (FIT). The FIT provides more than just a vehicle to distribute assets; it establishes a framework that correlates to the beliefs of the grantor and helps reduce the worry that heirs will make errors or life choices that are not reversible.
Executives and CEOs who have worked hard and put a great deal of effort into building their wealth don't want a child to become a less-than-productive member of society because of a significant inheritance, says Kerry-Michael Finn, vice president of financial planning for the Western Market of Comerica Bank.
Smart Business spoke with Finn about how FITs can help high-net-worth individuals assure the future for their families.
What is an FIT?
An FIT is a trust that passes along assets to the next generation, while trying to minimize potential negative effects. For example, the trust may specify that the inheritance be passed along through income matching or it can be distributed based upon clauses that require the heirs to achieve specific education levels or contribute community service time.
Income matching can be very valuable, because it may allow an heir to pursue a career in teaching or philanthropy that might not otherwise be an affordable option. It is also possible to tie monetary rewards to other achievements, such as refraining from drug or alcohol abuse or raising a family. Monetary awards can also provide the capital to make a down payment on a home or start a business.
How can CEOs benefit from having an FIT?
If the family business is privately held, it may be possible to pass along the ownership through the trust and preserve the same values that built the business. Even if the wealth has been built through a career in public companies, the concept of transferring values as well as cash can still be achieved.
How can I make certain that an FIT is a positive motivation for my heirs?
This can be accomplished by making certain that the document is flexible enough to accommodate a variety of circumstances while allowing each heir to become successful in his or her own way. For example, placing a requirement of obtaining a four-year university degree might not be achievable for everyone, but receiving a certificate through a trade or technical college as a substitute might be the type of incentive that will transfer the value without placing an unreasonable restriction on the heir.
If I currently have an existing trust, can it be amended to include an FIT?
In some cases, yes. Incentive language can be added or incorporated into an existing trust document. It may be best to review the existing trust as some tax laws may have changed since it was originally drafted, so it might be more efficient to draft a new document.
What measures can I take to make certain the FIT is flexible enough to handle unforeseen circumstances?
When an FIT is created as an irrevocable trust, it has a safety net built in, because the assets in the trust are not considered as assets of the beneficiary and generally cannot be attached by creditors or subject to division through a divorce decree.
The standard provisions of an FIT allow for additional distributions based upon the need for health, education or maintenance and support by the heirs. In addition, the FIT allows for additional distributions at the discretion of the trustee.
I normally recommend that the trustee be a family friend, attorney or accountant along with an institution. In these cases, having a family friend and an institution serving as co-trustees can be beneficial, because the institution will outlive the individual trustee. It is always good to start the process well in advance, so that the staff at the institution can get to know you and your values and thus make decisions and interpretations that they believe are in line with your core beliefs. I also recommend that grantors draft a letter or statement that very specifically states their beliefs and wishes for this trust.
KERRY-MICHAEL FINN is vice president of financial planning for Comerica Bank. Reach him at email@example.com or (714) 424-3823.
Avoiding construction headaches
Building relocations and renovations are a part of doing business, and one that CEOs know can negatively impact the bottom line if they are not executed properly. Managing the process looks like a part-time assignment for an internal employee, but the management team quickly gets caught up in construction meetings, reviewing bids and trying to solve complicated issues.
"The design and construction process is very complicated, costly and risky," says Kirt Gilliland, senior vice president of project management and principal for Irving Hughes.
"Escalating construction costs, shortages of manpower and longer lead times on materials are making this process even more challenging. Add that to the contention with the landlord when remodeling an existing space or handling code upgrades, and the process is overwhelming to the inexperienced person."
Smart Business spoke with Gilliland about what CEOs should know about outsourcing construction project management.
Why should a CEO hire a professional construction project manager?
For most companies, construction projects don't happen with frequency, and when they do, managing the project is not a core competency. The build-out process accounts for as much as 20 percent of the total lease consideration, and most tenant improvement projects managed by nonfacility internal staff end up with cost overruns and delays that could have been avoided through proper planning provided by an experienced project manager.
What should a CEO consider in selecting the right project manager?
First, select a project manager who has experience with similar projects.
Second, the project manager should represent the tenant. Conflicts arise when a tenant uses the landlord's project manager. Items that should have been a landlord cost end up on the tenant's side of the ledger. A landlord might push code upgrades or costs to replace obsolete building systems through as a tenant improvement cost, which when properly negotiated should be the landlord's expense. My job is to play sheriff to make sure that the lease we negotiated is enforced to the benefit of our tenant client.
Third, hire a project manager that works on a team-building approach. Some project managers control with an iron fist, creating a very adversarial and disruptive environment; others are just note-takers, lacking the leadership skills and the required construction knowledge.
What types of duties will the project manager perform?
The design and construction process involves as many as 10 team members. The project manager will recommend appropriate consultants and secure their bids and contracts. Next, they lead the consulting team through the design and construction process using the project schedule and the budget as a baseline. The project manager makes sure the contractor is using the correct management tools to track the schedule and budget, and physically inspects the construction progress to ensure conformance to the specifications.
Why are construction costs escalating?
Construction costs have been climbing steadily over the last three to four years at a rate of 1 percent per month due to an increased demand for materials both overseas and domestically. Increased residential building has also driven up labor costs. When combined with materials increases, that equates to a 50 percent increase in construction costs. Standard tenant improvements that used to cost $40 per square foot now cost at least $60. Tenants looking to move into new buildings should engage a project manager to lead the due diligence process, and they should price out the tenant improvements prior to beginning lease negotiations.
How are these increased construction costs changing tenant behavior in the market?
The only tenants relocating are those that have dramatic changes in their square footage requirements. Even when a company does move, there is plentiful second-generation space and sublease space that needs minor remodeling, saving the costs of new construction. Most of our clients are passing on the new buildings that cost $3.50 per square foot to $3.75 per square foot in the central county region, as there are better alternatives that don't require the out-of-pocket expense incurred from tenant improvement cost overruns.
What can tenants do to better manage their improvement costs?
It is critical to have enough time to assemble a team of professional consultants and design a cost effective project. By planning properly, they will maximize any existing tenant improvements and allow the general contractor to obtain multiple subcontractor bids, while building the project at a reasonable pace.
KIRT GILLILAND is senior vice president of project management and principal for Irving Hughes. Reach him at (619) 238-1518 or firstname.lastname@example.com.
Surgical weight reduction
Grabbing a quick bite at the airport, dinner meetings and long work days can leave little time for executives to practice a healthy lifestyle. However, even the U.S. Surgeon General is quick to point out that obesity is preventable.
Diabetes, high blood pressure, high cholesterol, asthma, headaches and sleep apnea are just a few of the medical problems associated with obesity. But David Oliak, M.D., medical director of the Chapman Center for Obesity, says that he frequently hears overweight executives complain about fatigue and shortness of breath, and those types of problems can eventually affect job performance.
"I treated one executive who weighed close to 400 pounds and just couldn't get through his days. Now it has been two years since his surgery, and his life has been transformed," says Oliak.
While bariatric surgery itself is not new, the procedure has evolved along with the knowledge of what helps a patient achieve long-term weight reduction.
Smart Business spoke with Oliak about what executives should know before considering bariatric surgery.
Who is a candidate for bariatric surgery?
Every day for the last 20 years, more than 4,000 people in the U.S. have become obese. Accompanying this trend, we have seen an increase in the number of patients for whom traditional weight-loss methods have not been effective. While maintaining a proper diet and exercise are still the preferred methods of treating obesity, when those methods are not successful, sometimes the medical conditions caused by obesity can pose greater health risks to the patient than the surgery itself.
Originally, when gastric bypass surgery was first introduced, the standard was that people 100 or more pounds overweight were considered obese and surgical candidates.
Now, we use a combination of factors and a total evaluation of the patient's health in order to see if surgery might be the right choice. This risk profile which was developed by the National Institute of Health takes into account the patient's body mass index (BMI) and any personal medical problems. Surgery sometimes is recommended when a patient's BMI is lower but other conditions are present.
Are bariatric surgeries becoming more common?
Yes. With both increased demand and the change to laparoscopic procedures, more facilities have started to offer both gastric bypass surgery and the lap-band operation.
However, the increased surgical frequency has not always produced positive results. In some cases, patients have not been able to sustain their weight loss, and there is a learning curve for surgeons that accompany the change to the laparoscopic procedure.
What should I consider when choosing a surgeon?
It is important to ask how much experience the surgeon has performing the operation. It is a difficult procedure that requires the work of two surgeons and has an extensive learning curve. A surgeon is not proficient until he or she has completed 75 to 100 operations.
A recent study examined cases where the mortality rate was four times the norm for the procedure. It found that all of the excess mortality occurred when the surgeon had performed fewer than 20 operations.
All physicians should be benchmarking their results and demonstrating their outcomes, such as the types of complications and frequency. You should ask for these numbers and review them before making a decision.
What are the other program elements that correlate to success?
The American Society for Bariatric Surgery has set the criteria for a surgical center to qualify as a Center of Excellence. Because the surgery is a tool for weight loss not a cure it is important to have a program that includes patient education and support, so that weight loss can be maintained over time. Approximately one year after surgery, the body adapts. Then, only good habits will maintain the weight loss. That is why a Center of Excellence must offer a comprehensive program that includes both pre-operative and post-operative counseling.
What are some of the reasons to consider the surgery?
After gastric bypass surgery, 80 percent to 85 percent of the patients with Type 2 diabetes no longer require insulin; in fact, losing weight often eliminates the need for certain medications altogether. The laparoscopic procedures are less invasive and easier to recover from, and the average patient loses approximately 70 percent to 75 percent of his or her excess weight within one to two years after surgery.
Losing weight is not only good for your physical health, it is good for your emotional health as well. I performed surgery on one executive, and a year-and-a-half later not only had she lost almost 150 pounds, she felt so much better that she actually walked an entire marathon.
DAVID OLIAK, M.D., is medical director of the Chapman Center for Obesity. Reach him at (800) 554-9544. Web site contact info is www.chapmanmedicalcenter.com/Weightloss and www.droliak.com.


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Britannia Pub & Grub, Sihanoukville town, Sihanoukville, Cambodia
Britannia Pub & Grub, Sihanoukville town, Sihanoukville, Cambodia
Taken on: 27th January, 2011. Copyright: All Rights Reserved - See travelfishery's page of Flickr
Read more about Sihanoukville Town
An array of places to stay dot Sihanoukville town, where most touring Cambodians have long chosen to base themselves. For foreign visitors however, the town doesn't have anything much of interest to offer aside from way too many barang-run bars. Should you decide to stay here rather than head to one of the beaches, Sihanoukville has no shortage of hotels and a couple of good guesthouses all within a pretty easy walk of the market and share-taxi stand area of town.
If you decide to head out to the beaches, you'll need to take a motodop — unfortunately Sihanoukville has among the shiftiest motodops in all of Cambodia. Do not under any circumstances believe a motodop when they tell you the place you want to go is closed/burnt down/blown up or been kidnapped by aliens — go and see it for yourself. Always agree on a price beforehand, and never, ever ... Read our complete Sihanoukville Town travel guide


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Android 3.0 Honeycomb tablet apps demo
MobileBurn.com - Here's a look at a handful of native tablet applications for the Android 3.0 Honeycomb OS. The apps were all used on Verizon's new Motorola XOOM, which features a 10.1-inch widescreen display. The demo includes Gun Bros, Tank Hero, AccuWeather, Rocket Bunnies, Pulse, Talking Tom, Angry Birds Seasons, and Google Sky Map. Most of the apps worked fine, but not all of them. More info: www.mobileburn.com


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DealChicken has been known to refer to his coop as "shabby chic" when he goes a few days without dusting, but he knows the true definition of the word can be seen at the Serenity Restaurant, located in a charming 19th century home. Grab a friend and take advantage of this special offer to experience the vintage décor of the Serenity Restaurant, while saving 50% on any of their lunch fare. Whether you're in the mood for a salmon spinach salad or a delectable grilled cheese Serenity style, chow down on $30 worth of food and drink for only $15. Now that's what DealChicken calls a beakwatering bargain!
Located in downtown Zionsville, the Serenity Restaurant specializes in light lunch fare in a unique atmosphere, as well as English tea services. The restaurant also hosts dining etiquette lessons, weddings and rehearsal dinners.
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April 23, 2014
January 8, 2012
RICHMOND, Va. (AP) - Charlottesville's unemployment rate hit 4.7 percent in November, well below the state and national averages.
The city of Martinsville's jobless rate remained the highest in Virginia in November. The Virginia Employment Commission says the city's seasonally unadjusted unemployment rate was 15.7 percent, up from 14.9 percent in October and 16.8 percent a year ago. The statewide rate for November was 5.3 percent.
Nationally, the seasonally unadjusted unemployment rate for November was 7.4 percent. Rates dropped from last year in 322 metropolitan areas, increased in 36 and were flat in 14.
Arlington County had Virginia's lowest jobless rate with 3.1 percent in November, followed by 3.6 percent in Fairfax County.
The Danville region had the highest unemployment rate among Virginia's metropolitan regions at 7.7 percent. The Washington metropolitan region that includes Arlington and Alexandria had the lowest jobless rate of 3.9 percent.
(Copyright 2013 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.)
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text: Regis College Guarantee We guarantee that as a Regis College student you will graduate in four years or take the additional coursework at Regis necessary to complete your baccalaureate degree at NO additional tuition cost to you. Guarantee Requirements To qualify for the Regis College Guarantee you must: Complete 8 full-time semesters at Regis College in four years. If you study abroad you will be allowed 8 semesters in five years. Maintain a minimum 2.000 cumulative grade point average for each semester. Pursue a single major. The Regis College Guarantee applies only to degree requirements; it does not apply to state certification/professional requirements. If you have met these conditions, and are ineligible to graduate after 8 full-time semesters, you must: Apply for tuition-free studies with the Office of the College Academic Dean during your 8th semester. Complete your tuition-free studies within three semesters, including summer. Students in the College for Professional Studies and the Rueckert-Hartman College for Health Professions are not eligible.


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Set in a delightful village, this very friendly, privately owned and efficiently run hotel offers an ideal base from which to explore the surrounding countryside. Bedrooms are well equipped, comfortab...More about Lamphey Hall Hotel
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No-till crops survive summer heat and drought
By P.J. GRIEKSPOOR
The benefits of no-till farming and management for soil health were on full display Sept. 5, when the South Central Kansas Residue Alliance made its annual summer crop tour of eight fields in Harper County to see firsthand how they fared at the end of a second blistering-hot, dry summer.
Lyle Frees and Terry Hodgson of the Natural Resources Conservation Service were leaders of the tour. Frees is the Kansas State agronomist with NRCS and Hodgson is a district conservation officer. More than 100 farmers from the 10 counties that make up the alliance attended the tour.
Key Points
• South Central Kansas Residue Alliance makes annual summer crop tour.
• Harper County farms on tour suffered back-to-back years of heat and drought.
• Advantage of no-till in dry weather were apparent in fields on the tour.
The South Central Kansas Residue Alliance was formed in 1985 with the goal of increasing the amount of no-till, strip-till, mulch-till and other residue management practices to reduce runoff, conserve water and promote the health of the soil.
"The goal for the healthiest soils is no disturbance of the soil, cover 100% of the time, living roots, diverse crops and careful livestock management," Frees told the group.
Hodgson warned the group that they would not be walking out into lush, beautiful fields.
"Mother Nature has not cooperated," he said. "Rainfall has been scarce and heat has been plentiful. It makes it pretty difficult for anything to survive. I think you will be amazed, however, at how much actually is still green — in spite of only an inch or two of rain during the hottest months of summer."
An experiment with companion cropping
Robb told the group that he harvested 44-bushel wheat on the field last year and planted the corn-bean companion crop in June. The field has had 3.2 inches of rain since June 25, but 1.6 inches of that fell the last week of August. He said he has used neither herbicide or fertilizer on the field, relying on the soybeans to provide nitrogen to the corn. He said the field, which lies next to a tree-lined creek, has proven to be a "Comfort Inn, complete with breakfast, lunch and dinner" to the local deer population. "If you check out the back half-dozen rows, they have been absolutely stripped," he said. Robb said his plans are to harvest the corn crop for grain, but it is unlikely he will have enough soybeans to harvest.
Sharing the row: Harper County farmer Jim Robb planted soybeans and corn into the same row to allow the soybeans to provide nitrogen for the corn. He said soil tests show the field has sufficient phosphorus and nitrogen, even though he used no commercial fertilizer.
Stripper head, air seeder and radishes
He uses a stripper head to harvest wheat, he said, because it leaves far more residue on the surface.
Wedman also uses an air seeder and a send tender that allows him to blend radish seed to plant with wheat.
"It's just something I'm experimenting with," he said.
He said he plants a summer cover crop behind wheat and follows it with corn in the spring rotation. His 2012 wheat crop averaged 60 bushels to the acre, he said. Wheat, harvested in May and early June, benefited from good fall and winter moisture.
Corn, which was hit by a string of 100-degree days in late June and early July, did not fare as well; the jury is still out on soybeans, which had gotten rain about a week before the tour and were just beginning to fill pods.
"If they get enough time before frost, I think I may have some pretty decent beans," Wedman said.
District conservationist Terry Hodgson pointed out how outnumbered no-till fields were along the roads traveled by the two busloads of participants.
"I would say that Harper County is still 85% plowed," he said. "This may be the year that convinces some of those farmers to take another look at what some of their neighbors are doing."
Conventionally tilled fields in the area, he said, yielded almost no dryland fall crops, while the no-till farmers saw drastically reduced yields, but at least some harvest.
hope for beans: Harper County farmer Dave Wedman (with microphone) says he has high hopes for at least some harvest of this field of no-till soybeans.
stripper head: Cutting wheat with a stripper head, like this one, instead of a traditional combine, leaves more of the wheat straw standing on the field. Dave Wedman took the South Central Kansas Residue Alliance summer farm tour to his machine shed for a look at some of the equipment he uses.
Cover crops and windmills
The diverse mix of cover was definitely not lush. Stunted sunflowers stood maybe 2 feet tall — but somehow, they managed to bloom.
Robb said the warm-season cover mix was planted after the field was burned down with Liberty to get rid of marestail. The mix included 12% sunhemp, 17% iron and clay cowpeas, 25% male sterile sudangrass, 43% hybrid pearl millet, and 3% sunflowers to provide feed for the birds.
A total of 28.25 pounds per acre of seed was planted.
Robb said he plans to burn down the field and plant it to wheat this fall.
"With luck, we'll get another rain or two and be planting the wheat into pretty decent moisture," he said.
Robb's field is also home to one of the 262 wind turbines that make up the Flat Ridge 2 Wind Farm project operated by BP. The project is under construction and expected to be operational by the end of this year. It will have a rated capacity of 419.2 megawatts.
sharing stats: Participants in the South Central Kansas Residue Alliance summer crop tour fan out across a cover-crop field farmed by Jim Robb. Robb said the field was planted in mid-June and received only 1.6 inches of rain.
Working out the right carbon-nitrogen balance
"This is my play field," he told participants in the South Central Kansas Residue Alliance's summer crop tour. "I own this one, so it's the one I can experiment on."
He said he uses a rotation of cotton to wheat to intensive cover crops to corn, grain sorghum or soybeans on the field. He said he has been working on getting the balance of carbon to nitrogen in the soil right by adjusting the cover-crop mix.
"You need more grasses that provide more cover to combat low carbon," Fries told the group. "The ideal ratio is about 25 or 30 parts carbon to one part nitrogen. That gives you optimum soil life and residue breakdown."
Coady's soybean field looked promising, especially if it gets more rain later, and frost is late. His nearby field of cotton looked even better."
Rex Friesen, an agronomist with the Southern Kansas Cotton Growers Association, said the number of bolls per row-foot is one way to estimate cotton yield.
"About 10 to 12 bolls per row-foot comes out about 500 pounds per acre," he said. "That's roughly one bale per acre."
By that count, most of Coady's cotton will yield in the range of two bales per acre, which is quite good considering the weather challenges.
Friesen answered a spatter of questions from farmers on the tour who had never grown cotton, and pointed out the curling leaves on some of the plants in Coady's field.
"That's what 2,4D damage looks like on cotton," he said. "Cotton is very sensitive to 2,4D, so you have to be really, really careful when you are using chemicals around a cotton field."
SKCGA manager Gary Feist said that most farmers in the cooperative market their cotton through the Plains Cotton Cooperative, which operates not only the warehouse and marketing pool, but also owns a textile mill in Texas and a jeans factory in Guatemala.
GOOD COTTON: Jim Coady's cotton has made it through the heat and drought of the summer to put on some pretty fair-sized bolls. His field, planted into intensive cover-crop residue, has been in no-till since 2004.
This article published in the October, 2012 edition of KANSAS FARMER.
All rights reserved. Copyright Farm Progress Cos. 2012.
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1520 Locust Street, Philadelphia, PA | Directions 1910239.948299 -75.167197
Neighborhoods: Rittenhouse Square, Center City
Bad DIY bang trim? Michael has fixed mine several times now. Seriously my haircut looks intentional and fab. Yeah! Michael's got great personality and professionalism too. And love a salon that lets me remove my blouse and put a smock on before a cut - less hair all over my outfit. Tip: is cash only but there is a PNC bank across the non-busy one-way street.
Travis Valdez is an exceptionally talented hair stylist who succeeds in both perfection and creativity. As a lawyer, it is important to me to have not only a stylish look but also a classic one. Travis listens very carefully and is responsive to the client's wishes, but then he also manages to add a little bit of magic to make his hair style creative and fresh. If you're looking for a professional hair stylist who is attentive and innovative and an expert in his field, I would recommend Travis extremely highly and without hesitation.
Not going back to Salon Thalia – My review is a letter I wrote to Michael, who has been cutting and highlighting my hair for 4 years. Up until about 10 months ago, I was extremely happy with Michael's haircuts. I don't understand how someone can be so consistently wonderful and then not be able to give the same haircut twice in a row. My husband has been going to Leanna, who he absolutely loves, but is now thinking about not going back to her, because Michael will get a percentage of her fee. I should mention that Michael is one of the owners of Salon Thalia.
Below is the letter I wrote to him:
I'm so unhappy with the haircut you gave me on Tuesday that I've decided not to come back to you any more. My hair is so unbearably short, I've been wearing a hat so that people won't see it. It seems that every time I get my hair cut by you lately, something is wrong and I have to come back in to have it fixed. I don't know if you don't hear what I want or don't care what I want. I've even brought in the same picture the last three times I've come in and only once in the three times did you cut it like the picture.
I can't deal with getting a good haircut once in a while any more. And I feel that you should know why you won't see me in your salon any more.
There's really nothing you can do, because my hair is way too short to even "fix" this time.
Phyllis, It is unfortunate that you would choose this platform to post the letter that you wrote me not only to try to discredit me but to involve an innocent employee of Salon Thalia. You had been a client of mine for years and you always left happy, except for those last couple of months with the shorter style you chose to do because of your injury, I did tell you that it would be difficult for you to manage because your keratin treatment would then be all cut out, against my professional opinion i decided to give you what you requested. I am sorry that you were unhappy with the results, it has always been my goal to exceed my clients expectations.
Round 2 – So, I wrote a review about Maria from Salon Thalia about a month ago, she gave me foils and what she called a toner and then finished with a hair cut. Before leaving the salon we talked about me coming back for a keratin treatment to defrizz my hair, since then my color still looks fabulous, the keratin treatment did exactly what she said it would do,which was defrizz my curls and cut down my blowdry time. My final recommrndation is A+. Professional,consistant,knowledgeable and skillfull.Thanks Maria!
Many Thanks to Maria!!! – So, my former stylist left the previous salon that I was going to without notice. I called Salon Thalia after admiring someones hair I had noticed while riding the bus and I was told to ask for Maria, I immediately felt comfortable after Maria gave me a very thorough consultation for color and a haircut. Not only did she explain what and why she was going to do what I needed, she followed through and my results were outstanding. I left the salon feeling beautiful and I'm going back in 2 weeks to get a Keratin treatment to help smooth out my curls and defrizz my hair. Once again I could tell that she was very experienced and I'm confident that the results will be outstanding. Stay tuned I'll let you know how it goes...
MICHAEL G - BEST COLOR! – I have been getting highlights for years & I am very, very picky about color! I have also been to just about every salon in philadlelhia and nothing compares to Michael G @ Salon Thalia! He puts An immense amount of time and care into what I want as well as what is best for my hair type and texture. He gives the color that I want and is still cautious not to Compromise the health of my hair. I've also been trying to grow my hair and when I ask Michael for a trim, he does just that! He never goes scissor crazy. I always leave loving my cut and color! Even my very picky boyfriend ALWAYS loves it!! Michael G is not only an amazing stylist (the absolute best at color), but also very friendly and energetic- making the whole experience fun!!
Michael G is AMAZINNG! – I am very picky with my hair and I am not an easy client, but Michael G always takes the time to listen to what I want and what I'm concerned with. I always hate being rushed and feeling like the hairstylist really doesn't take the time to listen to what I wanted. Michael is amazing, he has great energy and is excited to cut and color hair. His coloring is impeccable! I started coming to him after seeing my friend's perfect highlights. He always takes his time to make sure the cut is just right. What I love most about him is that he does both color and cut SO well, before I had to go to different people to get the best result. Every time I go to him, I leave completely in love with my hair. Highly recommend Michael, my friends and I only go to him.
Travis rocks! – I was based in Philly for work for 14 months and went to Travis at Salon Thalia after a recommendation through a friend. Travis is an awesome hairdresser - my color has never been better and the cut is both flattering and stylish.
Above all, Travis is a great guy! Really friendly, full of energy and knows just about every great restaurant and bar in Center City...
If it was feasible to go back regularly from Asia to get my hair cut by Travis I would :-)
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