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Abacasa 6062 Napa Cimarron Brown/Ivory/Red/Chocolate Area Rug
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Napa Cimarron Brown/Ivory/Red/Chocolate Area Rug
- The Napa Cimarron Brown, Ivory, Red, and Chocolate Area Rug merges innovative weaving technology with beautiful materials and design
- Napa combines a ground chenille base with a raised viscose pattern to maximize depth and texture in this collection
- The Napa collection will bring a classic high-end designer look to any room setting
|Chenille Base/Viscose Contour
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- Greek: ankyra, hook
A symbol of hope as it is an aid to mariners in danger of shipwreck. It was a favourite emblem in the early Church and is found frequently in the catacombs and elsewhere, often with a dolphin intertwined as a symbol of Christ.
- "anchor". . Saints.SQPN.com. 16 August 2013. Web. 29 December 2014. <>

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Grow a Zoysiagrass Lawn
If you live in the Transition Zone -- an area that stretches from Kansas to the Carolinas -- then a zoysiagrass lawn may be a good option for you. Zoysia is heat- and drought-tolerant, and produces a thick green lawn during the growing season. Zoysia is a popular grass for golf-course fairways and tees, since it makes the ball sit up high for an easy hit. You can grow zoysia from sod, plugs, or seed.


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Having a get together? Party with a purpose with theme parties! Set your party scene with a super fun theme. From menu ideas to themed party supplies, follow a theme for your event from personalized invitations, banners & pens to wild favors. Celebrate summer birthdays with a Luau theme! Have a Rock Star Birthday for tweens. Woodstock is a wildly popular theme for kids of all ages! Each theme parties section includes themed party supplies, themed paper goods, themed decorations and costumes for guests and great ideas for a fun theme party. Turn your yard or home into the perfect party space with themed party decorations.


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American Sleep Apnea Association
National Sleep Foundation
Canadian Lung Association
Canadian Sleep Society
Kushida CA, Littner MR, Hirshkowitz M, et al. Practice parameters for the use of continuous and bilevel positive airway pressure devices to treat adults with sleep-related breathing disorders.
Littner MR, Kushida C, Wise M, et al. Practice parameters for clinical use of the multiple sleep latency test and the maintenance of wakefulness test.
Morgenthaler TI, Kapen S, Lee-Chiong T, et al. Practice parameters for the medical therapy of obstructive sleep apnea.
Obstructive sleep apnea (OSA). EBSCO DynaMed website. Available at:
http://www.ebscohost.com/dynamed. Updated May 23, 2013. Accessed June 3, 2013.
Pack AI, Maislin G. Who should get treated for sleep apnea?
Ann Intern Med. 2001;134:1065-1067.
Sleep apnea.
American Sleep Apnea Association website. Available at:
http://www.sleepapnea.org/learn/sleep-apnea.html. Accessed June 3, 2013.
Smith I, Lasserson TJ, Wright J. Drug therapy for obstructive sleep apnea.
Cochrane Database Syst Rev. 2006;19:CD003002.
11/24/2014 DynaMed's Systematic Literature Surveillance http://www.ebscohost.com/dynamed: AIM Specialty Health guideline on management of obstructive sleep apnea using oral appliances. National Guideline Clearinghouse website. Available at: http://www.guideline.gov/content.aspx?id=48271. Updated May 20, 2014. Accessed November 24, 2014.
This content is reviewed regularly and is updated when new and relevant evidence is made available. This information is neither intended nor implied to be a substitute for professional medical advice. Always seek the advice of your physician or other qualified health provider prior to starting any new treatment or with questions regarding a medical condition.
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Keeping Costs Down
By Tony
When it comes to the electronic discovery of documents, less is more.
This concept is driving corporations and law firms to tap into a new generation of e-discovery tools designed to help them more effectively focus their document searches. It's an issue that strikes right at the bottom line: The more documents handed over to attorneys for review, the more expensive the discovery process is.
At United Technologies, efforts to pare down the amount of data it routinely handed off to third parties stretch back to 2007, when the company started looking into how it would cost-effectively comply with a wave of e-discovery legislation. Prior to that time, UTC had relied completely on those third parties to handle every part of the e-discovery process. But by late 2008, the Hartford, Conn.-based aerospace and building systems giant had decided to bring some of the process in-house, funding a team that would handle the collection and culling of documents needed to respond to regulatory and legal inquiries.
Early the following year, UTC (whose business units include aircraft engine maker Pratt &Whitney, helicopter manufacturer Sikorsky Aircraft Corp., and Otis Elevator Co.) began assembling that team, brought in e-discovery software from Guidance Software and Clearwell Systems, and started collecting broad swaths of data in search of relevant documents.
In relatively short order, the team realized it would be simpler to make a list of documents it didn't need. However, as it became more familiar with the software's capabilities, it moved on to more targeted inclusion lists, eventually adding filters that allowed it to search for documents by date and keyword.
The results spoke for themselves. "We were bringing in a very small fraction of the data that we used to," says Timothy Rogers, group manager of IT security and the man who recommended—and now leads—the internal e-discovery team.
Things got even better when, late last year, Rogers' team began working with UTC's internal legal staff to complete "first-pass" reviews of culled documents, a move that Rogers estimates has eliminated nearly one-third of the data being handed over to third-party lawyers. All told, Rogers says UTC's lawyers are reviewing 95 percent fewer documents than they were before the company acquired its new tools and began refining its e-discovery process.
Keeping Costs Down
UTC's tale is representative of e-discovery trends, as corporate legal departments and law firms look to tap recent advances in e-discovery technologies to bring down client costs, says Nick Pace, staff behavioral scientist with Rand's Institute for Civil Justice, and author of the recent report, "Where the Money Goes: Understanding Litigant Expenditures for Producing Electronic Discovery."
"Any money being spent on litigation is bad," says Pace. "You want it to cost as little as possible for everyone."
Pace says that there's still a lot of progress to be made in the area of document review, which now accounts for 73 percent of all e-discovery costs—a fact on which e-discovery vendors are focused. One of the up-and-coming technologies that's helping with reviews is called "predictive coding," which is designed to replace the eyes of attorneys by finding relevant documents within large volumes of data. (Spam filters are a perfect example.) But Pace says predictive coding is more effective in larger cases, in which the volume of documents renders human review cost-prohibitive and inconsistent.
With the review stage remaining such a costly component of e-discovery, corporations are looking for other creative ways to get costs under control. For instance, Abby Dodd, director of e-discovery services for consultancy DW Legal Solutions, says clients are increasingly asking for per-document or project-based pricing, rather than hourly fees, so as to make costs more predictable. She expects that cost-conscious approach to result in more offshore outsourcing of e-discovery processes.
Dodd also says that more companies are demanding that consultants have expertise working with their chosen e-discovery tools. This enables more cross-case discovery efforts and stretches e-discovery dollars.
But for most companies, the name of the game is reducing their dependency on attorneys, even in the earliest stages of an e-discovery process. Ed Goings, principal in charge of forensic technologies for KPMG's Midwest operations, says that one of the ways the consultancy has attempted to meet that requirement is by matching a variety of e-discovery tools to their strengths. That makes the collection and culling of data more efficient and, ultimately, reduces the number of hours attorneys have to spend reviewing pertinent documents.
A case in point: In a recent case involving a global retailer, Goings was asked to help respond to inquiries from U.S. and European regulators regarding a potential violation of international anti-corruption laws. It was a potentially devastating inquiry that required the retailer to investigate its data in numerous countries. That meant searching different kinds of systems, in different languages, backed by different business processes.
By using an assortment of e-discovery tools deployed at the retailer's various locations to more effectively target relevant users and their data, Goings estimates KPMG was able to save more than $10 million compared with what the broad-brush approaches of the past would have cost.
The ability of new technologies to replace attorneys in the early stages of e-discovery and reduce their role in later stages has had a huge impact on KPMG's e-discovery client profile. Going says the ratio of corporations to law firms in his client mix has completely flipped: Whereas more than 90 percent of his clients were law firms five years ago, today nearly 90 percent are corporations.
"Corporations have taken charge of the e-discovery life cycle," says Goings. "They understand that they may not be able to keep all the e-discovery skills on staff, but they've realized that to manage costs, they've got to bring it back in house."
Offsetting Sticker Shock
Law firms are cognizant of this and are doing everything they can to reduce their e-discovery costs, most notably by adopting e-discovery technologies themselves. At Thompson & Knight, a 375-attorney firm based in Dallas, e-discovery tools have helped to offset the sticker shock clients used to experience when pricing e-discovery services.
In particular, Thompson & Knight is using Relativity, an e-discovery tool from kCura, to streamline its processing of collected documents. On a recent case in which the firm had collected 2.4 million documents totaling 450 gigabytes of data, it would have cost nearly $250,000 to have a third-party process those documents. Using Relativity in-house, the tab was less than $20,000.
Just a few years ago, that wouldn't have even been an option, says Danny Thankachan, Thompson & Knight's litigation support manager. "Bringing these kinds of capabilities in-house has helped us save clients enormous sums of money," he says. "The speed at which key pieces of information can be gathered has just improved dramatically."
Thankachan also wants to use predictive coding to bring down review costs, but third parties charge too much for the service for it to be a viable solution. Help is on the way, though, as he expects to have predictive coding capabilities in-house within six months, thanks to an expected upgrade to kCura's software.
And, as Rand's Pace notes, predictive coding and other technologies designed to supplant attorneys' eyes represent the future of e-discovery. Without them, he says, there isn't a whole lot more savings companies can squeeze out of the process.
"You get to the point where you've done everything you can to reduce the cost of e-discovery, and we're still talking about millions of dollars," he says. "You need to start moving away from the idea that an attorney has to look at all of those documents."


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Mixed martial arts, or MMA, is a combat sport that has its roots in the ancient Greek wrestling competitions and no holds barred fighting events of Japan. It is a full-contact sport in which participants can win by points, submission or knockout. The sport has evolved to include dozens of nations across the world and is considered to be this generation's equivalent of boxing. Buy your MMA tickets today and enjoy the fast-paced action of the world's best martial artists.
Unlike the martial arts competitions of the past, MMA combatants do not use a single form or discipline to defeat their opponents. Many of these athletes have reached the highest levels of their art. It is not uncommon to see a person hold multiple black belts in disciplines such as karate, judo and Brazilian jujitsu.
The birth of modern MMA is often traced back to the Ultimate Fighting Championships (UFC) of the early 1990s. The event featured a single-elimination design, with fighters advancing to the next round either by submission or knockout. The first UFC champion was Brazilian jujitsu expert Royce Gracie. Since then, the sport has experienced incredible growth and has become a part of the mainstream culture over the last decade. Don't miss out on the action; get your MMA tickets today!
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The top federal official overseeing the Hurricane Sandy recovery effort said Thursday it may not make sense to rebuild all the areas hardest hit by the storm, remarks that are at odds with Mayor Michael Bloomberg's vision for the city in the wake of Sandy. YNN's Grace Rauh filed the following report.
NEW YORK -- A top official from the Obama administration said Thursday that for some areas struggling to pick up the pieces from Hurricane Sandy, it may not be the best decision to rebuild.
"In most places we can rebuild with smart mitigation measures. Elevate homes, take other steps," said Housing and Urban Development Secretary Shaun Donovan. "There will be some small share of communities, though, where it makes sense, and I would emphasize very small share, where it may not make sense to rebuild at all.
Donovan is leading the federal government's Sandy recovery effort. He did not give specifics about where rebuilding might be abandoned in the region.
"It may be as small as a block or a couple of blocks, but that is something we have to think about," he said.
A spokesman for Donovan emphasized that local officials will have the final say on what they want reconstructed after the storm.
During a visit to the city, Donovan said physical blockades, like sea barriers, need to be considered as well.
"I don't think we should take anything off the table," he said.
His comments differ significantly from what New Yorkers have heard from Mayor Michael Bloomberg. The mayor is vowing to rebuild all of the city, and he is showing no interest in constructing a storm barrier to prevent flooding.
"I don't think we are going to go rip down people's houses, and I don't see how you would build a sea wall," Bloomberg said. "We spent an awful lot of years here trying to reconnect with the water. We're not going to build a barrier and keep us away from the water. It is a ridiculous question, if you really want to know."
One area where the two seem to see eye to eye is over the need for federal dollars. Donovan is also calling on Congress to act quickly to approve a $60 billion dollar aid package he said the region so desperately needs. He said any holdup would have serious consequences.
"We will have tens of thousands of families and small businesses that literally have no way to plan for their future," he said.
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text: Answers to most queries that you may have on Travel Guard General Questions 1.What is Travel Guard for Etihad Airways? Travel Guard is a travel insurance product that is offered to Etihad Airways customers booking online on www.etihadairways.com. It is a policy underwritten by a Chartis Inc. member company or third parties licensed to provide insurance in the country where your travel originates. 2. How do I purchase Travel Guard? You can purchase Travel Guard while booking your flights on www.etihadairways.com. 3. Who does Travel Guard apply to? Any Etihad Airways passenger greater than 2 months of age can be covered under Travel Guard. The passenger has to be a valid and legal resident of the country where he/she is flying from. 4. What is the coverage period for my Travel Guard travel insurance? Travel Guard covers you for the duration of your trip up to a maximum of 90 days from the date of travel based on the travel dates provided. 5. Am I still covered by Travel Guard if I catch a connecting flight to a different destination? Under Travel Guard, air travel coverage is only limited to Etihad Airways flights within Etihad Airways network. Procedures 1. What do I do if I have an emergency or accident abroad? For 24 hour emergency assistance, please refer to contact numbers/email addresses listed in Assistance section. It is important that you call these numbers provided by Travel Guard as detailed in your policy before taking any action. For any out-patient treatment, please retain all original receipts and claim them on your return to your country of residence. For further details please refer to the Claims Procedure document and the Claims Form. 2. Can I cancel my Travel Guard travel insurance? All Travel Guard policies purchased from www.etihadairways.com cannot be cancelled except for policies purchased in certain countries. These countries are – Qatar, Germany, France, Switzerland, Belgium, Italy, Greece, Cyprus and South Africa. Should you have purchased your travel insurance policy in these countries, you are allowed to cancel your policy prior to your date of travel*. In case of Qatar, please contact: Phone No : 00974 496 7424 E-mail: email@example.com * Should you have purchased your travel policy in Qatar, you are allowed to cancel your policy within 14 days from the date of purchase. Policies purchased in Qatar should be cancelled at least 24 hours prior to travel and can only be cancelled if no claim has been filed against the policy. For more details on cancellation, please refer to your Policy Wordings (terms and conditions). For details on cancellations conditions for each of the other countries, please refer to your policy terms and conditions for more details. 3. Is my Travel Guard travel insurance premium refundable? No, the Travel Guard travel insurance policy cannot be cancelled and the premium is non-refundable. However, should you have purchased your travel insurance policy in any of the countries mentioned in the above cancellation question, and you are entitled to a refund. In case of Qatar, if a policy is cancelled at least 24 hours prior to travel, within 14 days of purchase and there is no claim filed against it you are entitled to a full refund. Contact details for your cancellation request are: 00974 496 7424 or firstname.lastname@example.com. For each of the other countries where cancellation and refund applies, please refer to your policy wordings for more details on refund process. 4. Can I change my Travel Guard policy? No, your TravelGuard policy is not changeable. However, in the event of a rescheduling of a flight under the same booking reference the new period of insurance will begin on the new rescheduled date. 5. What happens to my Travel Guard policy if Etihad Airways reschedules my return flight to a later date? If your Return Flight is rescheduled by Etihad Airways to a later date, your TravelGuard policy is automatically extended up to a maximum of 3 days. 6. Do I have to carry a copy of my Certificate of Insurance with me when traveling? No, you don't need to carry a copy of your Certificate of Insurance with you. All you need is your insurance policy number or the voucher number available to you from the email or ticket you will receive from Travel Guard and Etihad Airways after purchasing the policy. 7. What do I do if I did not receive or lost my Certificate of Insurance? In the event that you did not receive the insurance certificate via email you can reprint or view your certificate of insurance by going to the My Policy section of the Travel Guard Insurance pages on the Etihad Airways website. 8. Where can I get the full Terms and Conditions of my TravelGuard travel insurance policy? The full Terms and Conditions of your TravelGuard travel insurance policy is available on the Policy Wording section of the Travel Guard Insurance pages on the Etihad Airways website. Coverage 1. What kind of benefits do I get with Travel Guard? For more detailed information about the benefits available, please visit our Product Description and Policy sections of the Travel Guard Insurance pages on the Etihad Airways website. 2. When does my Travel Guard coverage begin? The coverage for trip cancellation begins at 12:01 am the day after the coverage is purchased. All other benefits become effective the date and time the insured starts their trip. 3. How will my out-patient medical expenses be paid under Travel Guard? You will be reimbursed for out-patient medical expenses incurred, on actual basis for all covered sickness or accident related claims as per the policy. 4. If I require treatment for an illness during my trip, can I claim for medical/hospital and other related expenses? Yes, Travel Guard covers emergency illness medical expenses. This can be claimed as detailed in the claims procedure for covered illness in your policy. 5. Does Travel Guard cover sports and other similar activities? No, currently Travel Guard does not cover sports and similar activities as detailed in the Policy Wording page of the Travel Guard Insurance pages on the Etihad Airways website. 6. Can I cancel my trip for any reason and get all my money back through my trip cancellation benefit? The trip cancellation benefit is only applicable for specific reasons as detailed in the Policy Wording (Terms and Conditions) page. Covered reasons include, but are not limited to, unforeseen emergencies such as illness, or death involving you, your travel companion and/or an immediate family member. Pre-existing medical conditions and injuries known to any person who your trip depends on are not covered. 7. Can I buy Travel Guard if I have a pre-existing medical condition? Yes. However, Travel Guard has exclusions on pre-existing medical conditions as detailed in the Policy Wording page. "Pre-existing medical conditions" refer to, illness, disease or other medical conditions that you knew about before you purchased Travel Guard. 8. Does my baggage and personal effects benefit cover theft? Yes, Travel Guard covers theft (and damage due to attempted theft) as long as it occurs during your travel. Claims 1. How do I report a claim? Call our assistance centre on the numbers provided to you in the claims section. A representative will review your situation with you, and will explain exactly what type of information we will require in order to be able to process your claim. You will then need to fax or mail the claim form with a list of the additional documentation needed. You can download a copy of our claim form which is available on the claims page and also view the information that will be required in order to process your claim. 2. How long is the claim processing time? Claims will be processed within 21 days after you have submitted all the required documentation. 3. What is the time limit for lodging a claim? All claims must be submitted within a reasonable time of your policy end date. 4. What do I do if I disagree with the claims decision made? Travel Guard will advise you in writing of your right to appeal the claim decision and of the procedures for lodging an appeal with the local insurance company. You can appeal to: Telephone: +971 4 601 44 55 Or email on: firstname.lastname@example.com 5. Can I contact travel claims if I wish to amend or cancel my travel itinerary? No, travel claims will only assist you with your claim if you have cancelled or cut short your trip. 6. Can I lodge a claim if Etihad Airways has cancelled my flight? No, Travel Guard does not cover a claim if the airline cancels the flight.


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Investigating History: The Medici Assassination DVD
Sale Price: $19.99
To Order by Phone Call 1-800-933-6249
- Additional Details
- Format: Color, DVD-Video, NTSC
- Rating: Not Rated
- Number of Discs: 1
- Run Time: 50 Minutes
- Region: Region 1
- Aspect Ratio: 1.33:1
- Language: English
- Studio: History Channel
- DVD Release Date: February 26, 2005
As head of the powerful 15th-century Florentine family, Lorenzo de' Medici was the ultimate Renaissance man. For centuries, historians believed the Pazzi family, Medici banking rivals, were at the center of the complex plot. Now, Dr. Marcello Simonetta, a historian at Wesleyan University, offers a shocking twist. Did the Pazzi Conspiracy include a much broader range of perpetrators, reaching all the way to the Vatican?
Lorenzo de Medici personifies the ultimate Renaissance man. As head of the powerful Florentine family during the 15th century, he led an era of enlightenment rivaling the Greek golden age. The leadership of Lorenzo and his family created an atmosphere of culture, sophistication and wisdom, enabling Leonardo de Vinci, Michelangelo and Botticelli to become grand masters whose works still inspire awe.
Just as skilled at politics, the wealthy Medici ruled Florence for centuries without holding an office. Their power to bestow and withhold favors made them feared and revered, loved and hated. On April 26, 1478, a gang of men repeatedly attacked Lorenzo and his brother Giuliano with knives in the Duomo cathedral during high Mass. Giuliano died, but a wounded Lorenzo survived.
Dr. Marcello Simonetta, a historian at Wesleyan University found an encrypted letter, providing a shocking twist to the bloodbath. Could the Pazzi Conspiracy have included a much broader range of perpetrators who were deeply involved? Was this an international plot, involving Lorenzo's alleged friend, the Duke of Urbino? And, did the bloody conspiracy's tentacles reach all the way to the Pope?


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JFK & PT 109: A Hero in Question DVD
Sale Price: $19.99
To Order by Phone Call 1-800-933-6249
- Additional Details
- Format: Closed-captioned, Color, DVD-Video, NTSC
- Rating: Not Rated
- Number of Discs: 1
- Run Time: 50 Minutes
- Region: Region 1
- Aspect Ratio: 1.33:1
- Language: English
- Studio: History Channel
- DVD Release Date: July 28, 2002
Is the story of wartime heroism at the heart of the JFK myth more fabrication than fact?
The story has long been repeated as gospel: on August 2nd, 1943, when the PT Boat he commanded was struck and sunk by a Japanese destroyer, a young John Kennedy demonstrated extraordinary courage and dedication in saving the lives of 10 crewmembers. JFK's rise to the presidency was sped along by his status as a wartime hero, but HISTORY UNDERCOVER® dares to ask whether that reputation was deserved.
JFK & PT-109: A HERO IN QUESTION reviews official documents and examines the testimony of surviving crew members and the naval officers who investigated the incident. What emerges is a markedly different version of what happened. Based on these sources and insight from experts like Nigel Hamilton, the author of JFK: Reckless Youth, and Paul B. Fay, Jr., the commander of PT 167, JFK & PT 109 suggests that the Kennedy family made a deliberate and successful attempt to bury the facts in order to protect the carefully-shaped image of their favorite son.
After nearly 60 years, another side of one of WWII's best-known tales finally comes to light.


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Paranormal State: Season 5 DVD
Sale Price: $19.98
To Order by Phone Call 1-800-933-6249
- Additional Details
- Format: DVD
- Rating: Not Rated
- Number of Discs: 3
- Run Time: 462 Minutes
- Region: 1
- Aspect Ratio: Fullscreen
- Language: English
- Studio: A&E Home Video
- DVD Release Date: August 30, 2011
- Audio: ENGLISH: Dolby Digital Stereo
- Cast: Gary Auerbach
- Genre: TV Series
- Color: Color
- Includes:
Cast Commentaries on They Came Out At Night, Haunted Homecoming and Do Bad Things
- Release Date: 2010
Ryan Buell founded the Paranormal Research Society (PRS) to help understand the inexplicable activities that haunted him as a child. One of the most recognized paranormal societies in the nation, the PRS is made up of fellow seekers and warriors who have dedicated themselves to helping people overcome paranormal phenomena.
In season five of Paranormal State, Ryan and his team travel deep into the strange and mysterious to try and unravel inexplicable events including sixth-sense experiences, ghost sightings, supernatural disturbances and brushes with the darkest areas of the unknown. Through the use of Electronic Voice Phenomenon (EVP) recordings and video documentation, and with the help of renowned psychics, demonologists, psychologists and counselors, the PRS explores these bizarre cases in the hopes of helping frightened people who have nowhere else to turn.
Disc 1:
Death Room / They Come Out at Night / Spirits of the Slave Dungeon / Ghost on the Tracks / Supernatural Seduction / Return of the Dead: Glove II / Paranormal Detour
Disc 2:
Ghosts of the Forgotten / Who is the Lurking Man? / Do Bad Things / Dwelling of the Dead / Haunted Homecoming / Bedroom Eyes / Haunting Connection
Disc 3:
Hostage to Fear / Permission to Do Harm / Devil's Hostage / Vendetta / Southern Discomfort at Sweetwater Mansion / Get Out Of This House / If I Should Die


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Awesome black and cream woven knit featuring sheer mesh panels at upper arms with a rounded hem. Loose flowy fit, cut longer at back. By Nasty Gal.
*Body:100% Cotton; Contrast: Nylon/Spandex
*39"/50cm bust
*22"/56cm length at front
*27"/69cm length at back
*Model is wearing size small
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*Hand or machine wash cold
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In interviews with management of several top-performing community banks across the country in recent weeks, BankNews writers found more similarities than differences in their business plans. They have survived and generally thrived through a challenging four-year period that has unleashed strains seldom seen before on borrowers, loan portfolios, profit margins and investment strategies.
Among common threads in these banks were an emphasis on relationship banking, strong capital, conservative lending and investment strategies, dealing aggressively with problem credits and considering new business lines to diversify revenue streams. Optimism was a common theme, but so was the realization that 2012 will be another year of weak economic data, low interest rates and still spending too much time resolving problem loans.
Net Interest Margin Pays in the Midwest
By Bill Poquette, editor-in-chief
The No. 1 factor making First National Bank of St. Louis a top performer through the industrys recent troubles is net interest margin, according to President Rick Bagy, who calls it extraordinarily high (4.11 percent through the nine months ended Sept. 30, 2011). With $1.4 billion in assets as of Sept. 30, First National is actually in the St. Louis suburb of Clayton, Mo., where it competes with several local banks as well as the likes of Bank of America, BMO Harris Bank, PNC Bank, U.S. Bank, Fifth Third Bank and Regions Bank.
The Fed lowered rates and we were aggressive in lowering the rates we pay depositors somewhat too aggressive, he said, but now everybody is catching up with us. The bank began lowering rates in 2007 and now has them pegged about as low as they can be, Bagy believes. He is projecting rates being pretty flat in the upcoming budget year and NIM maintaining near its current level.
And the other thing we did, said Bagy, we stopped lowering the prime rate at 4.5 percent. Customers didnt like it and initially we met a lot of resistance. At the time, many banks were running off customers or asking them to move their loans, he points out. We give people time and we work with them. The nature of our customer base is closely held companies. Were friends with these people and they are good people. So weve worked with them and in retrospect I think they appreciated our approach. By keeping our loan rates higher we had the income to be able to be patient with people. If we hadnt we probably would have had to be more aggressive.
A second factor high on Bagys list of contributing factors to high performance is getting seriously into residential mortgages about 10 years ago. We always had a department, he said, but it was two people and one product. We made you a two-year fixed rate loan and that was it. Then, in 1998, the bank hired a lender who had run the mortgage operation for another holding company. He started building it up and for the last three years in a row weve had refinancing booms and that has been very helpful, Bagy said.
Something else that has been good for First National is its correspondent department, which Bagy called a huge source of low-cost funding. Five years ago I didnt think it was that cheap, he said, because retail deposits were at a similar rate. But recently it has been 0.25 percent and weve got money coming out of our ears. This has enabled us to be much more aggressive in repricing the retail deposits down, although we tried not to get too carried away because someday well want these people.
Besides lowering the cost of funds, the Fed has been a huge help, in Bagys view, in enabling banks to buy more municipal bonds. We had essentially none, a few million dollars, he said. They changed the rules so that we can buy more. The yields are so much better than the Treasuries, he pointed out. Six-month Treasuries were 2 basis points today. Why would you bother?
Being a high-performer has also meant Bagy and his colleagues spending a lot of time on problem loans. Weve had significant charge-offs in this bank, which weve never had before, he said. We have had a concentration in real estate residential and commercial which has served us well for 90 out of 100 years. That has been hit hard. We used to meet about once a quarter on problem loans but for the last three or four years we have met every two weeks. The loan officers know there is an urgency to get things fixed and quite a few customers have been able to get straightened out one way or another with our help.
When it comes to cutting expenses, There really has not been any magic bullet, said Bagy. We had a hiring freeze for years. Now we still hire people but whenever someone leaves, our human resources people have to convince me we need a replacement. And almost anyone who retires isnt replaced. Bagy also noted that because the business has changed so much, branches that used to have 10 people now have five. And those five arent doing anything, he said, half joking.
In terms of new sources of revenue, We havent done anything very creative, Bagy said. We have gone into the commercial leasing business. We have done automobile leasing for 10 years, but now we have hired a person to do business leases such as computers. We have also looked harder at indirect paper. We were in it, we got out of it, now were getting back into it. It is mostly used cars and the yields relative to market rates seem to have improved over what they were five years ago.
Asked to define First National, Bagy responded, We try to be a retail bank but by far and away the bulk of our assets are commercial. We consider ourselves a business middle-market bank. We do business with people and we do business with closely held companies, family owned businesses. We will have 14 branches soon so we have become a good retail bank. I never wanted the funding to be more than about half commercial and about half retail. Thats why we kept opening branches. Its cheaper to do it wholesale, but I saw what happened to Continental Illinois 30 years ago. I dont know if they would even accept a retail account. And one day they were gone. First National opened one new branch in 2011, But we dont have any branching plans other than that, Bagy said. Nothing is in the works.
Bagy is a firm believer in being loaned up 100 percent or more with the banks ample capital and generous supply of fed funds from correspondent bank clients. But loan demand currently is weak. Everything we do now were stealing from somebody else. We dont do anything where theres something new, he said. I cant tell you the last time someone has come in here and said I want to build a factory to make widgets or build a new office building. It just doesnt happen. And it would be foolish to build anything because there is so much empty space out there. A lot of businesses that used to own their own buildings are renting because it is so much cheaper, he pointed out. We have a lot of commercial real estate loans, he said, and the good thing about that is they dont pay off real fast. But we have to make a lot of loans just to stay even, about $10 million a month. The last three years we havent made $10 million a month.
First Nationals return on assets through nine months of 2011 was 1.37 percent and Bagy is projecting a respectable 1.28 percent in 2012. Weve done as well as anyone in St. Louis, he said. Our ROA has been extraordinary, considering. But we havent grown; weve shrunk.
Fortunately, earnings in dollars have increased every year, much of which has been pumped into loan loss reserves. And someday, he knows, his 4.25 percent NIM will drop back to a more normal 3.50 percent and home refinancings will go away as interest rates rise.
Naming his top challenge for 2012, I want to be pristine by the end of the year, Bagy said. I want to get my problem loans resolved so we can focus again on growth and not be so inwardly focused like we have been the last three years.
The Importance of Relationships in the East
By Elizabeth Whalen, contributing writer
If the leaders of The National Capital Bank, The Bank of South Carolina and ServisFirst Bank met to share their strategies for success, they would find they have a great deal in common. All three have focused on lending and investing conservatively and on building strong relationships with their customers, communities and employees. And that focus has paid off.
The National Capital Bank, founded in 1889 in Washington, D.C., had its best-ever earnings year in 2010 and is on track to do even better in 2011. Chairman and CEO Richard Didden said the bank tends to be on the conservative side in general, and his brother Jimmy Didden, who is president and director, said the bank has not changed the way it underwrites loans in the last 30 years.
There are times when a conservative bank will not perform as well as it would like to because its not taking big risks, but its in times like these that it comes back around, Jimmy Didden said.
The Diddens, whose family has run The National Capital Bank since its founding, also pride themselves on being loyal to their employees the average officer has a tenure of more than 20 years at the bank and their community.
Were a $355 million bank. We will have given, by the end of the year, in excess of $250,000 to more than 50 nonprofits in the community that we serve. Thats what a community bank is, us helping the community. In return, they feel very loyal to us, said Richard Didden.
Since opening in 1987, The Bank of South Carolina in Charleston has maintained its commitment to its original vision of serving a specific market: local businesses, the people who own and operate those businesses and people who want a high level of service.
I think relationship banking really paid off in the last downturn because we dont make loans to put assets on the books. We make loans to develop relationships, said Hugh C. Lane Jr., president of The Bank of South Carolina.
The bank enters into relationships with customers carefully by finding customers through referrals rather than advertising. The banks focus on relationships helps drive its profitability by keeping its loan losses low.
In order to build successful banking relationships, the bank works hard to know and understand its customers and to reward its employees.
Our stable of lenders has about 300 years of lending experience in this market, Lane said. Our greatest asset is not on our balance sheet, its our employees.
ServisFirst Bank, which is headquartered in Birmingham, Ala., and has branches in Alabama and Pensacola, Fla., opened in 2005 and already has more than $2 billion in assets. ServisFirsts president and CEO, Tom Broughton, has been a banker for more than 30 years and he considers ServisFirst an urban bank that offers the products, services and technology of a big bank combined with the service style of a community bank.
Broughton said that ServisFirsts geographically diverse loan portfolio and conservative investment portfolio helped its bottom line.
In Huntsville, we have a concentration of defense contractors, and because of budget cutbacks, its possible that the government contractors could be hurt, but that wont affect our agribusiness customers in southeast Alabama, Broughton said.
ServisFirst invested carefully; it never bought any collateralized debt obligations, private-label mortgage backed securities or trust-preferred securities.
And the bank works to attract highly qualified employees. We try to be a place where talented bankers want to work. We have some people who have a lot of industry expertise. Thats been our key strength, he said.
The leaders of all three banks are confident they will continue to succeed, but they are realistic about the continuing challenges presented by low interest rates and the weak economy. Managing the net interest margin and expanding loan volume can be particularly challenging.
ServisFirsts strategy is to focus on making loans for equipment that has a finite lifespan.
Something like a crane, that will last 25 years, Broughton said, but every 200,000 miles, trucks wear out. Things with a finite lifespan, we try to finance that.
Diversity is Key to Success in the West
By Katie Kuehner-Hebert, contributing writer
Bank of the Sierra does not believe in putting all of its eggs in one basket.
Indeed, the Portersville, Calif., bank boards penchant for diversity across business lines dramatically mitigated the effects of the housing crisis on the banks commercial real estate portfolio. As such, the bank and its parent, the $1.35 billion asset Sierra Bancorp, has been able to earn money and pay dividends to its shareholders every year during the downturn.
In the third quarter alone, Sierra Bancorps net income nearly tripled from a year earlier, to $2.5 million.
Moreover, its strength enabled the company to raise capital twice from investors and not from the Troubled Asset Relief Program. After yielding $21.3 million from a private placement in 2009, Sierra Bancorp yielded another $22 million in 2010 from a direct offering of 2.3 million shares of its common stock.
The challenges in 2008 were downright harrowing and in those times, we thought it was better to have too much capital than too little, said James C. Holly, president and CEO of both the bank and its parent. Now, we are well-positioned to get through the turmoil and when we emerge, we will be well-positioned to grow the bank, either organically or through acquisitions.
Bank of the Sierras accomplishments have been recognized several times, with U.S. Banker last June ranking it the eighth best performing community bank in California with assets of less than $2 billion. At Sept. 30, Sierra Bancorps annualized return on equity was 5.09 percent and its return on average assets was 0.63 percent.
During the recession, Bank of the Sierra did not participate in loan sales, but instead formed a special asset department to work out its problem loans.
Most of those problem assets were to small businesses that weve known for a long time, and we thought we could work them out better and we owed them that, to get them through the recession, said Holly, who founded the bank in 1977. We probably have more troubled debt restructuring than most banks our size, but we think its characteristic of a community bank trying to work with its customers.
Nonperforming loans to total loans at Sept. 30 was 6.40 percent, about the same level as a year earlier. However, performing restructured troubled debt balances increased by $22 million, or 176 percent, as the bank continues to work with borrowers to resolve potential problem credits.
Holly anticipates that loan demand from both consumers and businesses will pick up in 2012. Bank of the Sierra would particularly like to increase its ag lending for both production and farm mortgages, as well as its specialty business of lending warehouse lines of credit to mortgage companies, to fund their loans until they can resell them in the secondary market. Currently, ag loans comprise about 10 percent of the banks portfolio and its board would like to increase that percentage to 20 percent; warehouse lines of credit comprise about 5 percent, and its board would like to increase that to 15 percent.
Holly expects that the economic recovery will continue to be protracted, but that in 2013, Bank of the Sierras performance ratios will rebound though not at pre-crisis levels because regulators are now requiring more banks to hold more capital. At the height of the boom, the bank was posting ROE above 20 percent, but Holly expects the definition of a well-performing bank after the recession will be one with an ROE ranging from 12 percent to 15 percent.
Still, weve been generating net income every year and dividends every year and few banks are doing that conjunctively, he said. We have kept shareholders intact and have preserved the bank from the worst. We have come through this, but in terms of financial performance, we can do ever so much better.
Copyright (c) January 2012 by BankNews Media


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Crab, Prairifire Flowering Malus 'Prairifire'
This flowering crab has bright red flowers and a 3/8" decorative red-purple fruit. Handsome red-brown bark accents spring and fall foliage. A showy landscape choice. Disease-resistant.Pricing Information
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Hardiness Zones 3 - 8The Prairifire Flowering Crab can be expected to grow in the zones shown in color in the arborday.org zone map. View Map
Type of treeFlowering Trees
Mature HeightThe Prairifire Flowering Crab grows to be 20' feet in height.
Mature SpreadThe Prairifire Flowering Crab has a spread of about 15' at full maturity.
Growth RateThis tree grows at a medium growth rate. More about this.
SunThis crab does well in full sun.
SoilThe Prairifire Flowering Crab grows in acidic, alkaline, loamy, moist, sandy, well drained, wet, wide range, clay soils.
ShapeThis crab has oval, rounded shape.
This is an excellent landscape tree that can be planted near utility lines and adjacent to paved surfaces. It is hardy and able to tolerate a wide variety of soil and water conditions. It has showy spring flowers and fall foliage. Our Prairifire Flowering Crabapple seedlings are grafted to Malus antanovka.
This flowering crab has bright red flowers and a 3/8" decorative red-purple fruit. Handsome red-brown bark accents spring and fall foliage. A showy landscape choice. Disease-resistant.
Wildlife Value
The fruits of the Prairifire Crabapple are important food for many birds and mammals.
The tree was introduced by Dr. Daniel Dayton, University of Illinois, in 1982 as a disease-resistant cultivar.
Some drought resistance.
The leaves of this tree alternate and are simple, oval, 1 to 4 inches long. Orange-gold in the fall.
Flower Color
Pink-red flowers
Bloom Time
April to May
Fruit Description
This tree produces shiny 3/8" red-purple edible fruit which attracts wildlife.
Crabapples are self-fertile, which means they depend on insects such as bees to transfer pollen between flowers on the same tree, though they do not require another tree of the same kind to produce crabapples.
Did you know that crabapples will also pollinate apple trees? However, because bees tend to stay within the same flower color when foraging apple blossoms, try and match the flower color of the crabapple to the apple variety.
Rate of growth refers to the vertical increase in growth unless specified differently. Rate, as is true for size, is influenced by numerous variables such as soil, drainage, water, fertility, light, exposure, ad infinitum. The designation slow means the plant grows 12" or less per year; medium refers to 13 to 24" of growth per year; and fast to 25" or greater.Manual of Woody Landscape Plants, by Michael Dirr.


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The Sunrise Hotel welcomes you in an entirely renewed property that combines both high standard functionalities and a relaxing atmosphere.
The hotel, which has undergone a complete restructuring in 2007, offers a total of 50 elegantly furnished rooms. Some feature Jacuzzi bathtubs or showers, whereas all rooms are provided with air conditioning, ADSL internet connection, Pay-per-view, cable/sat. TV and all modern comforts.
The bar with an internal garden, a wonderful panoramic roof garden and an open-air Jacuzzi are the perfect spots for relaxing and peacefully enjoying the atmosphere of the Eternal city.
A multilingual staff and a vast range of on-request services (wireless internet connection, private wellness treatments, fax service, taxi and limousine service, laundry service, babysitting and medical assistance) round the overall image of this hotel and ensure a stay characterized by profound relax and great comfort.
The structure is located in the elegant residential area of Montesacro, in the north-east area of Rome, just a few driving minutes distant from the city centre and easily connected to the historical centre with several public transport solutions.
We wish you a pleasant stay with us!
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Book until 5 days before the arrival date and and get 25% discount from our best internet rate!
This offer is valid until 14/03/2015 ( excluded: Last Year Eve).
Will you spend more than one night in Rome? Book now your room at the Sunrise Hotel and you can take advantage of our special 10% discount.
This offer is available for a stay of 2 nights.
Book now your room in Rome you can take advantage of our special 15 % discount.
This offer is available for min. 3 nights stay
Copyright Sunrise Hotel - 2008
Web Agency Roma :: Delphinet


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COLUMBIA Girls' Bugaboo Bib
|Eligible for Free Shipping, No Minimum! (see promotion details)
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Product Details
The COLUMBIA® girls' Bugaboo® bib is ready for anything. It'll tackle a full day at the slopes or doing just about anything your youngster could dream up this winter. Waterproof and breathable Omni-Tech® technology combines with reinforced cuff guards and removable suspenders to ensure these pants will stand up to any snowy challenge.
Get your new COLUMBIA® snow pants today from Sports Authority.
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- Activity: Winter
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Additional Info
- Internal leg gaiter
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- Imported


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The Sportiest Design Moments Of 2013
This year, the design world partnered with a variety of sporty brands. The result: Home runs all around
By Amy Preiser
C. Wonder and Clos du Bois Winery
The lifestyle retailer teamed up with Clos du Bois winery for a limited-edition take on their City Bike, including a wicker basket with all the accoutrements for a wine-fueled picnic, down to the faux-leather strap to hold the bottle in place.
Clos Cruiser, $350; cwonder.com


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