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Graduate and Doctoral Students
Our office is pleased to offer a financial aid package that will assist students in covering the cost of attendance for the fall and spring semesters of the upcoming academic year. The cost of attendance is an estimate of the expenses a student may incur during a given year; it is not the bill.
How to Apply for Financial Aid
Graduate and doctoral students who are interested in applying for financial aid at Southern Connecticut State University (SCSU) must:
- complete the Free Application for Federal Student Aid (FAFSA) and include our school code (001406);
- be officially accepted by their department and Office of Graduate Studies as a matriculated student;
- be registered for a minimum of 4.5 credits per semester.
We award all graduate students on the basis of full-time enrollment (9 credits per semester). If you plan to register part-time, you must notify our office in writing. The easiest way to let us know about a change is to complete our Change of Award form. Please note that your financial aid award may be reduced or canceled due to part-time enrollment.
Doctoral students are awarded on the basis of half-time enrollment (4.5 – 8 credits).
Half time enrollment for graduate and doctoral students is a minimum of 4.5 credits per semester. Half-time students may be eligible for certain types of financial aid at a reduced amount. Federal student aid is not available for less than half-time enrollment.
Review your financial aid offer carefully. In the case of loans, keep in mind that the amount you borrow must be repaid with interest. If your living expenses are not as high as the projected cost of attendance, you may not need to borrow as much. You have the right to decline a loan or to accept less than the offered amount. It is in your best interest to incur as little debt as possible, so we encourage students to be prudent when accepting loans.
Be sure to check your OWLS email account frequently—it is the university's official means of communication.
Your bill must be paid on time. If your financial aid does not show as a memo (credit) to your university account by the bill due date, you must pay your bill out-of-pocket.
Federal Direct Unsubsidized Stafford Loans:
Graduate students may apply for up to $20,500 annually in the Federal Direct Unsubsidized Stafford Loan. The interest rate is 6.21% and students are responsible for paying interest only while enrolled at least half time. Repayment of principal and interest begins when a student ceases to be enrolled at least half time. The Department of Education charges a 1.072% fee to process the loan, effective December 1, 2013.
Interest rates are subject to change on July 1.
The aggregate loan limit for graduate students is $138,500 (including loans from undergraduate study). No more than $65,500 of this aggregate amount may be in the form of subsidized loans.
If you accept this loan, you must fulfill specific requirements in order for the loan to memo (credit) to your account. You must complete the online entrance counseling session and the Federal Direct Subsidized/Unsubsidized Loan master promissory note (MPN) at www.studentloans.gov, and the Financial Aid Authorization questions in Banner.
Federal Direct Graduate PLUS Loans:
You may apply for a Federal Direct Graduate PLUS Loan after you complete the FAFSA and apply for the maximum annual amount for which you qualify in the Federal Direct Unsubsidized Stafford Loan. You may borrow up to the cost of attendance minus the amount of any financial aid received. This loan is based on a favorable credit history.The interest rate is 7.21% and there is an origination fee of 4.288%.
Students begin repayment of this loan 60 days after the money is fully disbursed to the university. Interest rates are subject to change on July 1.
If you accept this loan, you must complete the online credit check, the Federal Direct PLUS Loan for Graduate Students master promissory note and the PLUS Loan entrance counseling session at www.studentloans.gov. You must also complete the Financial Aid Authorization questions in Banner.
Connecticut State University Grant (CSUG):
SCSU has limited institutional grant funding for eligible full-time and part-time graduate students. For the 2013-2014 academic year, full-time students may be eligible for up to $2,250 per semester and part-time students may be eligible for up to $750 per semester.
To be considered for this grant, an applicant must meet the following criteria:
- Register as a full-time student (minimum of 9 credits) or part-time student (4.5 - 8.5 credits) each semester (fall and spring);
- Demonstrate financial need according to the federal financial aid definition.
Cost of Attendance (financial aid budget)
minus Expected Family Contribution (EFC) per FAFSA
= Need
- Have a minimum undergraduate GPA of 3.0 (for new graduate students);
- Have a minimum graduate GPA of 3.2 at the end of the semester prior to the award year.
To maintain grant eligibility for the following award year, students must maintain theminimum credit hours (9 hours for full-time and 4.5 for part-time) and a minimum GPA of 3.2.
If you accept this grant, you must complete the Financial Aid Authorization questions in Banner.
Remember, we award students on the basis of full time enrollment. Grants may be reduced or canceled for half-time enrollment.
School of Graduate Studies Graduate Assistantships and Fellowships
The School of Graduate Studies offers competitive, merit-based assistantships and fellowships annually to full-time graduate students (subject to availability of funds). Assistantships require students to work for a faculty member for 20 hours/week while fellowship recipients conduct their own research under the aegis of a faculty member. Applications for these programs are due in mid-March. The awards provide a monthly stipend and the waiver of most student fees. Detailed information about these programs including application instructions and current award amounts can be found on the School of Graduate Studies website www.southernct.edu/grad.
Nurse Faculty Loan Program (NFLP) - Not Available for 2013-2014 Year
The purpose of the NFLP is to increase the number of qualified nursing faculty. The
program offers partial loan forgiveness for borrowers that graduate and serve as full-time
nursing faculty for the prescribed period of time.
Students need to complete the Free Application for Federal Student Aid (FAFSA) and meet the following criteria to receive the NFLP loan:
1. Must be a U.S. citizen or national of the U.S., or a lawful permanent resident of the U.S. and its territories.
2. Must be enrolled as a full-time or part-time doctoral program that offers an education component to prepare qualified nurse faculty.
3. Must maintain enrollment for a minimum of two consecutive terms/semesters during an academic year.
4. Must maintain satisfactory academic progress (SAP).
5. Must not be in default on any federal loans.
The NFLP loan can help with the cost of tuition, fees, books and laboratory expenses. The NFLP loan cannot be used for room, board, personal, transportation and living expenses.
There is a limited amount of NFLP available. The NFLP is a non-need based loan program. The loan cannot exceed $35,500 per academic year, and not to exceed 5 years of support.
The grace period for NFLP loan repayment is 9 months and begins immediately after the individual ceases to pursue a course of study at the school of nursing. The interest rate of 3 percent begins 3-months after the borrower graduates from the program. The borrower will be given up to 10 years to repay the loan.
NFLP borrowers who fail to establish employment as a full-time nurse faculty at a school of nursing must begin repayment of the NFLP loan following the 9-month grace period at the prevailing market interest rate. The current interest rate is 10.5%.
The borrower must serve as full-time nurse faculty for a consecutive four-year period at an accredited school of nursing following graduation from the program to cancel the maximum amount of the loan.
The borrower may cancel:
· 20 percent of the principal and the interest on the amount of unpaid loan balance upon completion of each of the first, second, and third year of full-time employment; and
· 25 percent of the principal and the interest on the amount of the unpaid loan balance upon completion of the fourth year of full-time employment.
Students who are interested in the NFLP loans must complete the following:
1. Sign the award letter accepting the NFLP loan,
2. Attend an entrance counseling session,
a. Complete and sign the NFLP Loan Application,
b. Sign the borrower's rights and responsibilities statement,
c. Sign the NFLP Promissory Note,
d. Sign the NFLP Loan Disclosure
e. Sign the self-certification forms.
Sixth Year Professional Diplomas and Certification Programs
The following sixth year professional diplomas and certification programs are not eligible for federal financial aid. Therefore, students enrolled in one of the programs listed below cannot receive financial aid:
Women's Studies
Educational Coach
ISIS Institute Science Instruction & Study
Library Information Studies


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subset: commoncrawl


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Photo Caption: From left, Jerry Mobley and Derrick Hollifield, members of Alpha Phi Alpha, lead a silent MLK walk on OU's College Green Monday as part of the Martin Luther King Jr. Day observance.
From the website:
Centered around the theme, " OHIO's Legacy: Living the dream" this year's commemorative celebration builds upon previous years' activities by focusing on King's service and legacy in the Athens community.
Saturday, Jan. 25
MLK Jr. Day of Service
Ohio University regional campus participation is welcomed. For more information visit this link or contact Barbara Harrison (email@example.com) at (740) 593-4098.*Transportation provided


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Breast Augmentation+lift under local ?
Hello, I forgot to ask , has anyone had the breast augmentation and lift under local anesthesia ? Please reply and let me know about your experience.
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Motherhood and corporate leadership are no sweat for Marissa Mayer, who gave her first live interview as chief executive of Yahoo at Fortune's Most Powerful Women event in Palo Alto last night.
Email Marketing
Gangnam Style On Par To Hit 1 Billion Views By Mid-December
Over the weekend, Psy's Gangnam Style galloped past Justin Bieber's Baby to become the number one most-viewed YouTube video of all time—an amazing feat accomplished in just four months. But hold on to your invisible horses, because if Psy's video continues to rack up views at the same rate as it has been, the Korean pop star is on his way to make YouTube history again in mid-December, when his video will be the first to reach a whopping 1 billion views!
Weekly Dose Of Cute – Notorious B.I.G. Calms Crying Baby
This week our roundup of adorable videos includes a baby being calmed by none other than the Notorious B.I.G., a funny doggy costume, a pug that hates the iPhone, and more. So sit back, relax and prepare yourself for some major cuteness!
Viral Video Law #8: Creepy Babies Get Views Too
It's a well-known fact that cute baby videos are incredibly popular. However, a new clip that has been circulating YouTube over the last few days proves that ugly, creepy and deranged babies can get just as many views as the cute ones.
Read more
Keep a Baby Journal Online With Kidmondo
My little sister has always complained that our parents love me more than her. Of course, this is the absurd unfounded rantings that only a younger sibling can deliver. However, there is one piece of evidence she always points to: the fact that my parents kept a baby for me and not for her.
Nowadays, parents are out of excuses. Kidmondo is the online baby journal that's available to any family member with an Internet connection. From baby's initial steps to those magical first words, document everything in a simple fashion. You can even couple your words with photos and videos. Read more


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For so many, coffee is an essential part of the morning. So much so, that our "pre-coffee" personas can be sorely lacking—not only in personality, but also in the hand-eye coordination and basic math skills it takes to grind, measure, scoop, and pour. It's a bit of a Catch-22, really… we need the coffee to help us make the coffee, but we can't drink the coffee until we make it. Although Trader Joe's can't help you with all of life's conundrums—we can help you with this one: French Roast Coffee Cups to the rescue! If you already...Read More
Figs are fruity, honey-like, and intensely sweet. Olives are briny, savory, and can be a little fruity, too. For years, food lovers have made fast culinary companions of this pair. Figs and Olives have been pulverized together in tapenades, sliced fresh on hors d'oeuvre platters, and stewed with meat for a rich potage. We've chosen to take these two complimentary tastes and present them inside a crispy cracker. Trader Joe's Fig & Olive Crisps are like...Read More
Korea has its Gochujang. Mexico has its Achiote. But, what does one ask for when seeking a hot chili condiment in the Maghreb? The magic word is Harissa. Trader Joe's Sardines in Harissa brings together two classic Northwest African foods in one can. Wild caught sardines, harvested in the Mediterranean off the coast of Tunisia, are some of the best we've tasted. These large (for sardines) fish are packed in soy oil and Harissa. Our chili paste is made from a traditional recipe, consisting of fresh red hot chili peppers, garlic, coriander, caraway, and salt. Sardines, in general, provoke...Read More


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As per usual Ive posted this days after i wanted to, although its slighty appropriate as its (sort of) halloween themed!
1. Amigurumi (Crochet) Ghostiecake, 2. Jones Soda Halloween Editions 2008, 3. Halloween #29, 4. Vogue, 5. Untitled, 6. BlokkMonster, 7. Ethan's Creative Grab Bag!, 8. Bear, 9. Hallowzine screen-printed cover, 10. you and me, 11. Boys in costume, 12. Super Skull
Im really intrested in the book pictured in number 7. Creative Grab Bag is a book by Ethan Bodnar, it looks creative and inspiring. I love seeing different artist responses to set tasks. As well as seeing how my work compares to their ideas. Another to add to the Amazon wishlist I think!
Friday, October 30, 2009
flickr faves #3Labels: flickr faves
Posted by Lily Melrose
1 comment:
if you have any questions feel free to tweet me @llymlrs!
Subscribe to: Post Comments (Atom)


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Gift Wrapping Available!
Page Showing 1-10 of 20 Results
Avg. Customer Rating (Based on 20 Reviews)
Write a Review | Back to Product Page
Mask (googles)
from Windsor, CA
on 5/26/2014
I was disappointed because I didn't realize they did not have a nose piece. I tried them on; they did not fit well and were uncomfortable. I would like to return them.
It should be comfortable, however ..
from Orlando, Fl
on 6/23/2012
It should be comfortable as reviewed by other customers. However, for me as Asian, the googles cannot fit tightly on my nose, consequently, water can get in. I wish they made similar googles that fit small nose.
Largest Swim Mask I Could Find
from Minneapolis, MN
on 2/14/2012
I swim regularly for fitness and recently became obsessed with finding a goggle that fit COMPLETELY outside of my eye sockets. This was the largest of the swim masks I could find. It leaks a little bit and the mechanism for tightening and loosening is not quite as easy to use as the Aquasphere Seal (which was a bit too small to fit completely outside the eye socket). But, in terms of fitting outside the eye socket, this is the best I could find.
Excellent and comfortable swim mask
from Albany, ny
on 4/22/2014
Very Comfortableno leakage of waterClear visionSome mold/dirt buildup in lens mounting area- looks unsightly and cannot be cleaned
Great goggles
from Wisconsin
on 7/31/2013
I needed goggles for ironman... Ones I I could wear for more than an hour without adjusting... these are the ones! They are comfortable, stay clear, and do not leak... Will buy them again for sure!
from Jacksonville, FL
on 6/27/2013
First time using a "mask" and it didn't disappoint. Used in lap pool and going to use for snorkeling in Key Largo. Great product.
Sr. lap swimmer
from Mims, FL
on 4/19/2013
I have "deep set" eyes so mask goggles are much better for me. I initially put these on too high on my forehead, but slid it down to find the best fit. I'm wearing it somewhat loose for comfort and get slight leakage, but I know this would go away if I snug it up. Looks and feels like a quality product - not flimsy and goes on easy.
Good Goggles.Less annoying
Jim M.
from Middletown,NY
on 1/21/2013
I got these to replace a pair of small goggles that I lost in the gym where I swim. I wanted a pair that didnt hurt the ridge above my eyes.These work well and are much more comfortable. They would be 5 stars except the way the straps adjust is not the greatest. They seal good and dont fog.Would recommend.
Barracuda Wire Mask - Smoke
from Pine Knoll Shores, NC
on 9/3/2012
I now have used the Barracuda mask though this spring and summer. I love it. It's very comfortable, never leaks and I like the large strap. My underwater I-Nano fits perfectly on the strap, would never know it's there. The lenses have held up well, no fading. I swim five days out of a week, doing lap training. I just picked up two more, one clear and the blue. Great product!
from Durham,NC
on 5/31/2012
Fit well and comfortable but leaked after 8 laps. Tightened and leaked again around the nostril.. I purchased this to replace my goggles that caused pain around my eye sockets. I have a wide oriental face with a slightly flat nose. I am training for the senior games and I'm 79 yrs old and need a better fitting goggles or mask. I am purchasing another pair that I hope will fit better. Stay tuned!!!!


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DoubleTree Hotel
1775 East Cheyenne Mountain Blvd
Colorado Springs,
United States
Registration to open July 16, 2012
Sponsoring Organizations:
El Paso & Teller Counties Alliance for Drug Endangered Children
Type of Event:
Conference Education
Program Agenda:
"Children of addicted parents are the highest risk group of children to become alcohol and drug abusers, 5 to 9 times more likely than other children." The El Paso & Teller Counties Alliance for Drug Endangered Children sees the critical need to reduce the risk factors of abuse and other problem behaviors, not only for children of addicted parents but for ALL youth and children in our community. This key to this is increasing protective factors that buffer young people from risks. This forum explores the premise that "The First Intervention Is Not the Last." Our care for drug endangered children must begin once substance use in the household is identified and should not end there. This care may begin in early childhood and most like carry through to their adolescent years. Through targeted prevention, timely intervention and appropriate treatment, we can help our youth break the cycle of substance abuse and move toward their fullest potential to enjoy a life where inter-generational substance abuse is halted. We will explore some of the areas our youth will gain the most benefit through the support of professionals, their own families and the community in which they live.
Targeted participants for this year's event:
Primary Contact:
Jennifer West
PO Box 15318
Colorado Springs,
United States
Embed this Event Widget on your Web site to feature your event and let visitors
search other Recovery Month events. For instructions on how to embed the widget,
go here:
<object classid="clsid:D27CDB6E-AE6D-11cf-96B8-444553540000" id="WWidget" width="400" height="300" codebase="http://fpdownload.macromedia.com/get/flashplayer/current/swflash.cab"> <param name="movie" value="http://recoverymonth.gov/flash/wwidget/WWidget.swf" /> <param name="quality" value="high" /> <param name="bgcolor" value="#663399" /> <param name="allowScriptAccess" value="sameDomain" /> <param name="FlashVars" value="featuredEvents=3825&displayFirst=featured" /> <embed src="http://recoverymonth.gov/flash/wwidget/WWidget.swf" quality="high" bgcolor="#663399" FlashVars="featuredEvents=3825&displayFirst=featured" width="400" height="300" name="WWidget" align="middle" play="true" loop="false" quality="high" allowScriptAccess="always" type="application/x-shockwave-flash" pluginspage="http://www.adobe.com/go/getflashplayer"></embed></object>
Recovery Month promotes the societal benefits of prevention, treatment, and recovery for mental and substance use disorders, celebrates people in recovery, lauds the contributions of treatment and service providers, and promotes the message that recovery in all its forms is possible. Recovery Month spreads the positive message that behavioral health is essential to overall health, that prevention works, treatment is effective and people can and do recover.
National Recovery Month 2014


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Daytona Beach house destroyed by fire
Published On: Apr 03 2013 06:18:22 AM EDT
Updated On: Apr 03 2013 12:40:06 PM EDT
Updated On: Apr 03 2013 12:40:06 PM EDT
A man and his two dogs were able to escape a house fire early Wednesday in Volusia County.
The fire broke out at a house on San Jose Boulevard near Alabama Avenue in Daytona Beach.
The Volusia County Sheriff's Office said the man was inside the home when the fire started but was able to escape uninjured, sheriff's deputies said.
The home was destroyed in the blaze.
The man told Local 6 that he was sleeping when he heard a crackle and then smelled smoke. He said he walked out the front door before the fire gutted his home.
The man said his two pit bulls were also OK.
The cause of the fire is under investigation.Fire April 3
The views expressed are not those of clickorlando.com, WKMG or its affiliated companies. This is a community moderated forum (Please note the 'Flag' button). By posting your comments you agree to accept our Terms Of serviceblog comments powered by Disqus


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Aspen, Colorado is known as the Beverly Hills of the Rockies! And for good reason. Celebrities, businessmen, and vacationers alike enjoy time in this mountain town. With so much to do, high-end places to shop, and fabulous restaurants catered to most tastes, Aspen is an excellent place to vacation and discover some time away from the hustle and bustle of life. Aspen attractions are abundant, including fabulous ski and summer-time activities. There's never a lack for entertainment when you visit Aspen attractions. Check out some of the possibilities available in Aspen in this helpful travel guide.
What to Do in Aspen
When most people think of Aspen, they think of the Aspen ski resorts. With some of the best snow on earth, Aspen is the perfect place for your Aspen ski vacation. Aspen is best known for its downhill skiing, where thrill-seekers gather to get some time on the slopes. Aspen Mountain towers from town and is one of four ski areas in the valley. Snowmass, Aspen Highlands and Buttermilk mountains all lie within 12 miles of town. Skiers and snowboarders alike will fall in love with the fresh powder.
There are also many cross country trails in Aspen. Cross country is a fun option for checking out the scenery and wildlife. Aspen is an excellent location for cross country skiers, and snowshoers because of the spectacular views. Plus, you'll get some wonderful exercise in while being out in the open air.
The Aspen slopes are nestled among some of the most gorgeous natural scenery and classical architecture. Hike through the back country, enjoy some snowshoeing, or take in the incredible atmosphere from your room. Take advantage of Aspen ski vacation rentals and you'll have a first hand experience with the beautiful scenery. Plus, you'll be that much closer to the slopes! Whether at the top of the mountain or browsing the shops in the city, the view is unbelievable no matter where you spend your time.
If you're not into skiing and cold weather, Aspen also offers some fun and family-friendly summer vacation experiences. When the snow melts and the mountain wildflowers start to bloom, hikers, mountain bikers, and fishermen come to Aspen to take in the breathtaking beauty of nature. The rivers and lakes surrounding Aspen are full of fresh-water fish, perfect for the fly fisherman. The trails are well-groomed and ready for bikers and hikers to explore the natural beauty. For most of the summer, the Silver Queen Gondola takes visitors up Aspen Mountain where you can experience the atmosphere, without the physical effort.
Summer time brings many festivals to Aspen. The Summer Words Literary Festival is great for the book lover. If you're into dancing, take in The Aspen Dance Festival, held in July and August. Jazz lovers will enjoy the Jazz Aspen Snowmass, a festival of jazz and other music for all ages. This festival goes on all summer long, ending on Labor Day. You'll also find plenty of free bluegrass concerts every Sunday at the top of Aspen Mountain.
There's an abundance of golf, tennis, spa services, and yoga studios in Aspen. The town has ample offerings for all, including challenging golf courses and numerous high-quality spas. Spend the afternoon on the golf course or the tennis court and then relax with a lovely facial or pedicure. With so many of the rich and famous coming to Aspen for their vacations, the spas here are top of the line. Aspen is a town known for the "good life," so you'll never find a shortage of spa and recreational facilities.
What to See in Aspen
Aspen, Colorado is lined with aspen trees, where the town got its name. Nestled in between alpine skiing mountains, Aspen has transformed itself from a mining town into one of the premier ski destinations in the United States in recent years. Many come to Aspen to escape the city life and enjoy the peaceful atmosphere.
Aspen is known for its long ski runs and beautiful snow, but the town also has a reputation as a cultural center. In 1949, Walter Paepcke, one of the founders of Aspen Mountain, organized the Goethe Bicentennial Convocation in Aspen. Now, music, art, dance, and international studies programs are drawn to Aspen. Today, Aspen attracts the wealthy and the beautiful that are looking to play on the slopes and invest in mountain real estate.
Where to Shop and Eat in Aspen
Aspen is home to many celebrities and the "glitterati", so you'll find some of the most high-end stores that line the streets of Beverly Hills in this mountain town. Aspen has Gucci, Prada and Burberry stores downtown that can easily be accessed by foot or car. Don't worry, if your pocket book isn't quite up to designer speed, there is still plenty to offer for the budget vacationer. The high-end names set the tone for Aspen but there is a variety shops catering to locals and visitors alike. You'll find an outlet mall and plenty of souvenir stores to find treasures on your shopping excursion.
After a day of shopping, whether at the outlet mall or the designer shops, try some of the Aspen restaurants as you rest your feet. Dining in Aspen tends to be on the pricier side, but for some cheaper eats, ask to sit at the bar or go during happy hour. Aspen has an ever evolving door of restaurants. You'll find everything to suit most taste buds from Italian, Chinese, Sushi, and pizzerias! Wake up a little early and try breakfast at The Village Smithy. This restaurant serves a very diverse breakfast menu, with specials changing daily. No matter where you eat, do what the locals do…forget dessert and go to Paradise Bakery for some of the best cookies and other pastries around.
When to Visit Aspen
Aspen is known for its ski vacations, but there's also plenty to do in the summertime and off-season months. If you visit during the winter, you'll be arriving in peak-season. That means you'll find higher prices, including accommodation choices. Using VacationRentals.com will help you save on your accommodations, especially when compared to a traditional hotel. If you are on a budget but still want to enjoy the beauty of Aspen, come during the summer or fall months. You can hike, bike, golf, or enjoy some spa time in the off-season months. The accommodations and restaurants all have lower prices when you come during the summer months.
What to Bring to Your Aspen Vacation Rental
Aspen is a mountain town, sitting at nearly 8,000 feet. The weather can sometimes be hard to predict because of the elevation. Whether you're visiting in the winter or the summer, you'll want versatile clothing. Think layers, so you can participate in all of the many activities. Lightweight fabrics that you can layer are essential. Anytime of the year you come to Aspen, pack sunscreen, sunglasses, and a camera!
If you go in the winter time, don't forget your skis or your snowboard! You'll also want to bring turtlenecks, gloves, and waterproof socks. Be sure to pack some jeans, a warm jacket, and comfortable shoes for the times off the slopes when you want to explore downtown Aspen. Aspen attractions are so plentiful that you could actually spend the entire time in Aspen and never pick up your skis.
Local Services in Aspen
Aspen has many public transportation options. Taxi, buses, and shuttles will get you right to the slopes or take you around town for shopping. You can also contact the local Chamber of Commerce for information about restaurants and tourist activities.
What to Know About Aspen
Aspen began as a silver mining town, where the place got its original population boom Since then, Aspen has become a playground for the rich and famous, outdoorsy folks, and adventure seekers. As a result, Aspen places a special emphasis on preserving the environment and its rich history. Aspen visitors will also find a mix or arts, cultural event, and a fabulous nightlife!
Getting to Aspen
You can get to Aspen by car, shuttle or plane. You'll need to plan a little bit as you make travel plans, as there are several options for getting to Aspen.
The closest airport is the Aspen/Pitkin County airport located three miles from downtown. Hundreds of flights go through this airport daily, including direct flights from Denver and Salt Lake City. Commercial flights, such as American, Delta, and Northwest fly into Eagle County Regional Airport, just a short 70 minutes from Aspen.
You can drive to Aspen as well. Aspen is approximately 220 miles from Denver. Travel along I-70 to Glenwood Springs and then head due East on Glenwood Highway 92. Check the driving conditions when traveling in the winter to avoid road closures and other weather-related incidents.
Why Aspen Vacation Rentals?
Aspen Vacation Rentalss offer you the best of both worlds…world-class accommodations at a price that fits your budget. You'll be in the midst of the glamour that is known to Aspen while enjoying a relaxing and comfortable place to stay. There are plenty of houses and condos to rent to help make your Aspen vacation the most enjoyable.


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Save Hundreds of Hours, Qualify Your Parts With Our Industrial CT Scanning Services
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Test Center
The Test Center Staff welcomes you to explore our services! We provide a variety of programs to assist our students on campus and abroad. You can see and access our list of services by clicking on the links to the left.
Mission Statement
The mission of the Test Center is to advance the academic mission of Bellevue University by facilitating an individual's educational and professional goals while providing a considerate and secure atmosphere for testing. The Test Center provides high quality testing services to meet the growing needs of our students, faculty, administration and community.
Within this framework, the Test Center:
- Adheres to the regulations and guidelines established by the National College Testing Association (NCTA), test companies, and faculty;
- Maintains the highest compliance with institutional, state, and federal regulations regarding the confidentiality of test candidate information and records;
- Focuses on maintaining exemplary standards of academic integrity while vigilantly safeguarding the intellectual property of tests;
- Provides a facility conducive to a quality testing environment which is comfortable, quiet, aesthetically pleasing and user-friendly and;
- Offers collaborative and courteous customer service to students, faculty, staff, and the community.
Bellevue University is a National College Testing Association (NCTA) charter member and Certified Test Center.
Our department is located in the Learning Center Building, Room 522, on the Bellevue University
Main Campus. Regular office hours are
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A collection of relevant and timely media clips and resources.
Posted on January 8, 2009
U.S. DOT Clarifies Big-Bore
Ammo Rules
Over the past few years, big game hunters and shooters who use
large caliber firearms have had problems traveling by air, due to
an incorrect interpretation of the laws governing ammo that is
permissible to include in checked baggage. (See ILA Report, Sept.
A U.S. Department of Transportation (DOT) website stated that
only ammo .50 caliber or smaller could be transported.
Transportation Security Administration (TSA) screeners sometimes
cited that information to confiscate ammunition for some big game
rifles. In addition, the web page stated that "home made"
ammunition was also prohibited, an interpretation that could have
prohibited hand loaded ammunition as well.
A careful reading of the laws and regulations revealed that in
fact, ammunition up to 19 mm, or .75 caliber, may be transported in
checked baggage. NRA-ILA worked with the Bush Administration to
correct DOT's error. The DOT website (http://safetravel.dot.gov/index_ammunition.html )
now correctly states that small arms ammunition not exceeding .75
caliber may be transported by air. Additionally, the prohibition on
"hand made" ammo has been replaced with specific prohibitions on
certain ammunition components such as powder, primers, or
percussion caps.
To avoid any confusion at the airport, hunters or shooters
traveling with large caliber firearms should print the SafeTravel
web page and bring it along for the trip.
Established in 1975, the Institute for Legislative Action (ILA) is the "lobbying" arm of the National Rifle Association of America. ILA is responsible for preserving the right of all law-abiding individuals in the legislative, political, and legal arenas, to purchase, possess and use firearms for legitimate purposes as guaranteed by the Second Amendment to the U.S. Constitution.READ MORE
© 2014 National Rifle Association of America. Institute for Legislative Action. This may be reproduced. It may not be reproduced for commercial purposes.11250 Waples Mill Rd. Fairfax, VA 22030 1800-392-8683(VOTE)


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Designated hitter is a gig Sox slugger Adam Dunn can dig
By Daryl Van Schouwen Sun-Times Media May 13, 2011 11:28PM
Editor's note
The White Sox-Athletics game ended too late for this edition.
Updated: September 24, 2012 6:25AM
OAKLAND, Calif. — Adam Dunn has tried them all, and he has finally settled into a designated-hitter routine.
And the winner is …
"I sit there and watch the game and don't do anything until about two batters before I'm due up,'' the White Sox first-year designated hitter said Friday. "Then and I go down, stretch a little and take 10 or 15 swings and I go with it.''
Dunn, a DH for the first time in a career that was limited to the National League, wasn't enamored with the idea of not playing the field, but to his credit he embraced the DH role and is bent on making the most of it.
He's finding out it's not such a bad thing, after all.
"If you're hitting and winning it's probably the best gig you can have, you know?'' Dunn said. "I'm starting to feel a lot more comfortable doing it. Trying to get where it's second nature.''
Dunn hates to say he told you so, but his bat is heating up after a sluggish extended start that coincided with the team's offensive woes.
"I feel good,'' said Dunn, who had four hits including a home run and double in the Sox's 6-4 win against the Angels in 10 innings Wednesday night. The difference between when I'm doing good and not doing good is I'm taking pitches I should be hitting or I'm fouling them off.''
Going into the Sox's game against the Athletics in Oakland on Friday night, Dunn was 10-for-21 (.476) with five doubles, a home run, four RBI and seven runs scored in his previous five games.
A streaky hitter who is one of eight hitters to record five consecutive seasons with 40 home runs (Barry Bonds, Ken Griffey Jr., Ralph Kiner, Alex Rodriguez, Babe Ruth, Duke Snider and Sammy Sosa are the others) Dunn knew it was only a matter of time.
"You know, if I would have started off hot as could be, I would have said, 'Relax,' '' he said. "There will be some rough spots coming through here. It's how I am. I wish I was a lot more consistent player, but I've got to ride the streaks when they are good.''
Dunn entered the game Friday batting .213 with four homers and 16 RBI. Because of 22 walks, his on-base percentage was .348, the third highest among Sox regulars.
"He's not too far away,'' manager Ozzie Guillen said. "He's getting big hits for us.''
Settling into a routine between at-bats hasn't hurt.
"It's the best thing I've tried,'' Dunn said. "I've tried everything else. I feel like I'm into the game because I'm sitting on the bench watching it.''
Dunn talked to other designated hitters, asked for ideas, heard.
"Some say they don't do anything, some say they sit in clubhouse and come down only when they hit,'' Dunn said. "I can't hit non-stop, so I had to try a little of everything.''
Dunn works in his first baseman's glove and will be ready when called to spell Paul Konerko. He has also played left field in his career, although not all that well. When Guillen was asked during spring training if Dunn might play left, the Sox manager laughed.
The subject has come up recently, what with Juan Pierre's struggles in left (five errors), but Dunn doesn't even have an outfielder's glove. Asked if he would have interest in playing left, Dunn was surprised by the question.
"You're going way back with that,'' he said. "That's been a while.
"I don't know if I got that glove left. Whatever, I wouldn't care. I'm sure I could scrounge one up if I had to.''
Sports editor's note: The White Sox-Athletics game ended too late for this edition. For late scores, go to www.suntimes.com/sports.


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Our little Family
Last month the stork brought us mummy's little prince.
He came to us with much fanfare. The skies were churning up a storm and thunder and lighting accompanied our boy into Midgard. The moment his head popped out, thunder struck with such a clamour and a succession of thunder and lightning lit up the gloomy sky. That inspired us to name him Thor or Thunder Tan but we decided that would be naughty of us hence we stayed with the name mummy found for him...Gaius which means rejoice in ancient roman.
Now we are 4 and 2013 looks like a new little adventure is brewing for all. I am sure we will find his Mjolnir somewhere.


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The Mentalist Review: Narrowing the Listby Christine Orlando at . Comments
Has anyone else thought that the CBI may be one of the most corrupt branches of law enforcement we've ever seen on TV?
Red John has his moles within the agency. Volkner has his informants. Sometimes, it's felt like half of the staff has been working for the bad guys. Members of the CBI, including two directors, have been shot by their own people or other members of law enforcement.
I knew law enforcement was dangerous, but the CBI has taken it to a whole new level. With "The Red Barn," it was revealed that Ray Haffner is a member of Visualize. While that's not illegal, it's certainly walking the edge of unethical.
Perhaps Lisbon should consider moving on, if not for her own safety then to ensure that Rigsby never again throws her a surprise party.
If I'd ever doubted that Rigsby was an idiot, which I never have, the party with the male stripper solidified that impression. Anyone who's known Lisbon for more than a week could tell she'd hate everything about that idea. Jane knew. Cho knew. But not Rigsby.
Fortunately, three dead bodies and a Red John smiley face were probably enough to make her forget a drunken Rigsby singing karaoke.
The expression on Jane's face when he saw that symbol on the barn was almost painful. Finding that symbol meant that Red John started killing long before anyone knew of him. Long before Jane's family was killed. And Jane's using that information to narrow down his search.
Now we know that there's a link between Red John and Visualize. Now Jane knows that Red John was on that farm in 1988. Jane has narrowed a list of 2,164 people down to 408. This new information will help him whittle that down until Red John is almost within reach.
Overall, I had a few favorite moments in this episode...
First was Jane playing with the Golden Retriever. The man really should get himself a pet. Unfortunately that will probably have to wait until Red John is caught, just like everything else in his life.
Second was Grace's discussion with the priest about Visualize:
What's wrong with wanting to be the most powerful version of you you can be? | permalink
Could Grace still be struggling with her own demons since her fiance's betrayal? Does this The Mentalist quote hint that she could fall prey to Visualize? To Red John? I'd love it if Grace went undercover at Visualize to try and gain more information about their connection to Red John but is she strong enough to keep up that type of charade?
Finally, the best moment of the night was Lisbon standing outside Jane's door asking why he wouldn't let her in.
Lisbon: Are we partners or what?
Jane: Come here, partner. | permalink
Her simple question demolished Jane's resolve to keep her at arms' length.
Jane has been running his own investigation. He has his own murder board and his own Red list and it's getting smaller by the day. If Jane and Lisbon truly work together, how long will it be before they narrow it down to Red John?
C. Orlando is a TV Fanatic Staff Writer. Follow her on Twitter.Tags: The Mentalist, Reviews
No. Just full of wander lust and fell in love as an ex-pat. I thought your country lovely. And, I agree the UK is grand. Sorry for any confusion.
HC your hubby is a keeper! That's love isn't it? I think it's amazing. That's how I see love but I asked the question because I once read somewhere a Simon fan saying her hubby was fed up and she didn't care and dismissed him. I think our partner doesn't need to love what we love but respect it at least and be happy we have found things that we appreciate and make us happy. Good night! I could go back to bed, feel so exhausted.
@mimi he definitely grew into his looks. i think he's height of beauty was year one and two. he still had a quality of a little fox. but how can i criticize.
going to bed. see you tomorrow.
my husband records every mentalist for me and he makes sure he gets it twice on the la feed as well as the new york feed. he has created a simon baker category for me so anything that comes on with simon bakers gets recorded. he is a very secure man and pushes me to enjoy anything that makes me happy. on my second time watching an episode, he will watch with me and help me understand what's going on because i'm so sometimes so transfixed by patrick, i forget to listen. he saw a clip of simon in the guardian and said "is that before he knew he could take that hair to the bank?" my husband was also the one who suggested that patrick might be living off his wife's insurance money. that would be funny. he has a very dry sense of humor and could trade zingers with jane. he's an original all right.
ahah yes he has put on weight, it's even more obvious when you rewatch the Guardian, I don't know if it's because Nick is much different from Jane but it's like he's another person in that show, his face looks different and he's much slimmer. but I don't mind at all, actually I think he looks better now. I think the epi he looked best in was 4*24, i guess I loved his "laid back" look, nescent beard, shuffled hair, shirt coming out.. damn I would rip his clothes off!!
Seriously I wouldn't have looked twice at him when he was in his twenties, he's like wine, he's deffo improved with age.
HC I love how you describe Simon. Can I ask? what does your hubby say? I guess he laughs about it? I mean he doesn't mind you watching the Mentalist etc?
@mimi i do love this profile. that shot in the pilot when he comes into the house ad stands there in profile which his name is supered over his image. the scene where he's riding the carnival waiting for the young son of a murdered woman. when he searched the twin girls' room for bugs and found them. that profile really is the face to launch a thousand ships.
and i think his degree of muscularity is perfect. he has a swimmer's body so the muscles are stretched and molded. always think guys who get too cut look vain and a little effeminate. i do think he's gained five or ten pounds since year one and might look good if he lost it -- but i'll take him anyway.
@mimi i love a certain kind of blond man. i see a lot of old films and tv and in every era, there's one george peppard in breakfast at tiffany. oscar werner in jules and jim. the young david mccallum. the young rutger hauer. the young keir dullea. the young eric stoltz. eric stoltz playing opposite helen mirren in the passion of ayn rand is a work of art. a young michael caine in zulu. (hard to believe but he had that quality then)
there's a certain intellect to their beauty. and the blond hair and eyebrows gives the face and head a sculptural quality. simon, of course, has it. he's elegant and sophisticated but combines it with an earthy animal quality i've never seen before in the same man.
YES! I remembered yesterday that Simon was going to be honored today! Ican't wait to see this! he so deserves that star! BTW regarding his kids, his daughter takes after him to much. I have noticed that girls tend to look after their dads while boys look after their mums, my niece looks like my brother so much, for ex and I can see this is true for many people. I find it hard to see a resemblance with his sons, they look like Rebecca so much, the little one has curly hair though. He seems to be a wonderful dad, I didn't have one and when I see how caring he is with his kids, it makes my heart melt.
HC thank you, I'm not worried about being single, I have self esteem issues and working on them. I'm past 30 now so sometimes I think damn hurry up but then I know it's useless to worry about it, the main thing is that I feel good, no matter what I do or whom I'm with. Fortunately there's tv to compensate in the meantime!lol


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Link: The Economist
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Mark E. Grube
Ryan S. Gish
Sasha N. Tkach
At a Glance
Growth to achieve scale requires the following strategic initiatives:
In both the corporate and not-for-profit healthcare worlds, the capital markets have long favored larger organizations. Is this view held by investors, rating agencies, and bond insurers justified, and do size and growth drive exceptional, sustained organizational success?
Scale achieved through growth is commonly recognized as essential in the corporate world. As established in basic economics, large companies share five traits:
Corporate Examples
As one of the world's largest and most profitable companies for decades, General Electric (GE) supports its platform for innovation and market leadership with an organic growth rate target of 8 percent per year. Growth and productivity initiatives have built GE to a scale achieved by only a handful of other companies. Its 2007 revenue of $173 billion, up 14 percent over 2006 with a 9 percent organic growth rate, makes it the world's sixth largest corporation. "Our companywide initiatives focused on organic growth, services, global expansion, and ecomaginationSM are delivering positive results," says CEO Jeffrey Immelt. "We achieved our twelfth straight quarter of organic revenue growth of two to three times global GDP" ("GE Reports Record Fourth-Quarter and Full-Year Results for 2007," press release, Jan. 18, 2008).
Procter & Gamble (P&G), the world's largest consumer products company, with 2007 revenue of $76 billion, built a strong foundation for consistent growth, which now averages 5 percent to 7 percent per year. Its new model for growth, called Connect and Develop, seeks to acquire half of its innovations from small to midsize entrepreneurial companies and university and government labs. P&G leverages its strength by using new ideas to grow core businesses and by developing higher margin and more asset-efficient businesses where it can achieve global leadership.
Both companies' approach to growth and scale includes:
Leaders of today's largest and greatest growth companies work vigorously to achieve dominance in their fields. They are vigilant about managing operations as efficiently as possible, but they also know that long-term success almost always requires continued top-line growth and increasing economies of scale, as cost-cutting and operational improvements have finite benefits.
Attaining critical mass enables not-for-profit healthcare organizations to obtain similar and increasingly essential benefits. Like their counterparts in other industries, hospitals and health systems that grow revenues and achieve a greater scale can better:
Growth also has a direct effect on clinical excellence and the development of human capital, enabling organizations to attract and retain the best people, thereby improving the quality of patient care.
To quantify the financial benefits of scale, Kaufman Hall recently analyzed blinded data for the 270 healthcare organizations with more than $250 million in annual net patient service revenue in Moody's Investors Service's rating portfolio. The analysis focused on profitability, leverage, liquidity, and capital spending indicators between 2003 and 2006.
Organizations were divided into four groups based upon net patient service revenue:
Profitability. Key indicators of organizational profitability-total margin, defined as net income/total operating revenue, and operating margin, defined as (total operating revenue less total operating expenses)/total operating revenue-improved with scale. Organizations with more than $2 billion in revenue had operating margins (i.e., profitability from their core patient care and business operations) almost a full percentage point higher than organizations with revenues of less than $1 billion.
See Exhibit 1
Data related to operating cash flow margin, defined as (total operating revenue less total operating expenses plus interest expense plus depreciation and amortization expenses)/total operating revenue, also illustrate the benefits of size. In 2006, organizations with more than $2 billion in revenue achieved an operating cash flow margin of 9.6 percent; the margin for organizations with revenue of less than $500 million was 9.3 percent. From the capital markets perspective, this ratio is critical because it measures the level of cash flow generated by the organization to support debt service and capital reinvestment independent of financing decisions.
Differences in payer mix or case mix had relatively limited impact on profitability when viewed in light of the impact of scale. The average Medicare case mix index and average proportion of Medicaid and self-pay revenue were approximately the same for organizations across all revenue categories.
Leverage. The debt-to-capitalization ratio, which reflects the organization's level of leverage or debt financing (the lower the ratio, the lower the percentage of debt financing), and the debt service coverage ratio, which measures the ability of an organization's cash flow to meet its debt service requirements (with a higher number being better), also vary by size. Organizations with revenue of more than $1 billion have a higher debt service coverage ratio, and hence greater debt capacity, than smaller organizations.
See Exhibit 2
Capital spending. With higher profitability and greater access to capital, larger organizations would be expected to be able to invest a greater proportion of capital in facilities, technology, and programs. The data support this assumption. For the smallest orga-nizations in the sample, the capital spending ratio (defined as capital expenditures as a percentage of depreciation) was 1.41, while the ratio for the largest organizations was a significantly higher 1.86, representing a 32 percent increase in 2006 capital expenditures relative to the depreciation expense base.
Credit ratings. The analysis indicated that an organization's credit rating was substantially correlated to size, reflecting the importance of scale to the capital markets. Ninety-seven percent of the organizations with more than $2 billion in revenues had ratings of "Aa" or "A"; only 64 percent of the organizations with $250 million to $500 million achieved such ratings.
See Exhibit 3
Furthermore, organizations with greater scale were much more likely to be upgraded than downgraded in 2007. While the total number of upgrades (32) and downgrades (40) was relatively equal, the distribution of these actions was not. Of the rating changes for organizations with more than $1 billion in annual revenue, more than 80 percent were upgrades. Conversely (and proportionately), 79 percent of the rating changes to hospitals and health systems with revenues of $250 million to $500 million were downgrades.
Cost of capital. A separate analysis of the distribution of tax-exempt healthcare ratings by rating category by agency and the cost of 30-year fixed capital available to organizations at each rating category (at press time) indicates lower cost of capital for higher-rated organizations. There is, in fact, more than a 100 basis-point spread between capital costs for "AA"-rated organizations and "BBB"-rated organizations.
See Exhibit 4
The analyses clearly indicate that larger hospitals and health systems do better in many areas-higher margins, stronger debt ratios, higher credit ratings, lower cost of capital, and better ability to invest capital in facilities, programs, and initiatives that support continued organizational growth.
The growth required to achieve scale requires more than tactical initiatives, such as pricing changes, effective managed care contracting, and revenue cycle management, because high levels of return from such efforts are difficult to sustain for extended periods of time. Growth to achieve scale calls for strategic initiatives, such as market expansion efforts, program and service innovations, acquisitions, and physician alignment strategies, all of which increase and sustain top-line revenue and profitability over time. A description of selected growth strategies appeared in a recent article in this publication (Grube, M.E., "Growing the Top Line: 5 Strategies to Expand Your Business," hfm, May 2007).
Virtually every hospital and health system has growth opportunities. Few organizations achieve significant growth, however, without clear, well-planned, and high-impact strategies. The key to unlocking the benefits of growth opportunities is the development of a strong business case for growth, organizational commitment to the pursuit of such growth, and successful implementation of agreed-upon strategies. Significant risks must be understood upfront and successfully managed.
Recent interviews with senior executives of high-growth hospitals and health systems, ranging in size from $400 million to more than $11 billion in annual revenue, provide insight about specific approaches and strategies used to achieve scale through growth (see sidebar at right). The interviews revealed that these organizations share five attributes, which, if purposefully and properly pursued, are within reach of other organizations.
1. Understand Clearly What the Organization Is and What It Wants to Become
Vision and mission provide the organization's raison d'être and, ultimately, the foundation and motivation for sustainable growth. Guiding statements may be broad in scope, such as "Excellence in all we do," but the profiled organizations are not trying to be all things to all people. Rather, they define their areas of distinct competence and "play these hard."
For example, Palomar Pomerado Health's objective is to be the dominant player in northern San Diego County for defined services, including cardiovascular, orthopedics, neurology, neurosurgery, and vascular surgery. Integris Health, the leading hospital system in Oklahoma, targets areas of community need. "Because the state's projected population growth rate is limited, we focus on identifying where patient needs are not currently being met in core business areas," comments Wentz Miller, CFO, Integris Health. "As opportunities emerge, we understand and respect the organization's capabilities and limitations." Notes Barry Arbuckle, PhD, president and CEO of MemorialCare Medical Centers, "Because we're not a publicly traded company, we don't have to focus on quarterly returns, but can be very deliberate and selective to make sure that the strategies we pursue and the entities we acquire will be consistent with the organization's mission, vision, and values and accretive to the system as a whole."
2. Ensure a Structured and Rigorous Growth Process
Development of a sustainable growth strategy involves disciplined, organizationwide planning with four core components: a strategic market assessment, capital capacity assessment, growth strategy development, and financial impact analysis.
See Exhibit 5
Profiled organizations use a team approach to such planning, involving both local-entity and system leadership, with specific input sought from physicians and the community through governance and advisory councils.
A capital planning group at MemorialCare Medical Centers, for example, includes hospital CEOs and system executives and reports to local and system fiduciary boards. This group also brings initiatives to the Physician Society, which was established more than a decade ago. Although the society does not play a fiduciary role, member input is considered critical to the success of initiatives.
Palomar Pomerado Health has district-based healthcare advisory councils that provide community input to organizational priorities. Additionally, executive leadership works with medical staff leadership and the foundation board to prioritize areas of focus for clinical development.
Ascension Health brings more than 100 local and system leaders together to conduct capital planning on a biannual basis. "Our challenge is to ensure that we're tapping into our talent pool of 106,000 associates at all times in order to make decisions," comments Robert J. Henkel, FACHE, president, healthcare operations and COO.
Successful organizations make growth decisions based on solid data and analyses , most often facilitated by extensive market research and use of software-based planning tools. Not all growth is profitable growth, so organizations must assess and understand the variation in financial performance across markets and service lines to ensure that the recommended portfolio of growth opportunities meets the organization's overall goals.
In local ministries and the system, Ascension Health uses a portfolio management matrix to assess opportunities related to community need, market growth, partnerships, divestiture, and capital allocation and investment decisions. Developed by a task force of health ministry trustees, CEOs, and financial executives, and updated annually, the matrix is comprehensive in scope, with plotting, scoring, and analysis of the following data.
See Exhibit 6
Financial performance. X-axis data include measures of financial strength (liquidity and debt leverage), effectiveness of capital and operations (cost structure, patient care intensity, profitability, and return on capital investment), and evidence of growth (level of local competition and recent and projected revenue growth).
Market potential. Y-axis data include measures of demographics and community need (population, average income, and availability of qualified staff), pricing flexibility (hospital charge index and average hospital occupancy in the community), and competition (payer environment-mark up-to-deductible ratios).
The figure below provides the relevant guidelines for capital investment decisions in the context of where an organization is located on the market potential/financial performance matrix. For example, Ascension Health will invest capital in facility replacement and entity expansion in strong growth markets (organizations in squares A, B, and C of the capital investment matrix). "Many of our organizations fall into the middle boxes, where we're focusing our investment capital on keeping them strong," says Henkel.
See Exhibit 7
For organizations in squares D, G, H, and I, investments generally are limited to initiatives that improve operational efficiency and effectiveness. "Because we're a Catholic health system, we also overlay community need and assess whether or not we're meeting our mission to serve the poor," adds Henkel.
Each of the profiled organizations identifies and evaluates growth opportunities within an integrated strategic and financial planning process with a long time horizon. "People often look at us like we have three eyes when we speak of a 10-year plan, but we really do believe that stretching the horizon allows our planning to be more robust," says Robert V. Stanek, president and CEO of Catholic Health East. CHE looks at both intrinsic "same-store" and extrinsic "new-store" growth in its vision for 2017. This vision centers on a comprehensive care management model, the operational and financial feasibility of which CHE is already testing in numerous settings.
Successful growth organizations understand the relative risks and rewards of a selected portfolio of opportunities. They recognize that a strong credit position, based on meeting financial targets and maintaining adequate cash, is critical to their ability to implement selected initiatives.
Scott & White's aggressive growth strategy of doubling revenue in 10 years is based on defined and rigorous expectations regarding strategic market share and financial performance. "In the early, heavy-investment years, our challenge is to maintain financial performance and credit strength because start-up costs often exceed incremental revenues," says Alfred B. Knight, MD, CEO. "Further out, as we reduce risk through geographic expansion and program diversification, we anticipate significant gains in our market share and overall financial performance."
These leading organizations regularly update and monitor their strategic financial plans. "Disciplined planning and monitoring of plans are critical, but you also have to be prepared to execute quickly. Knowing your market and having specific contingency plans are essential," comments Miller of Integris Health.
3. Methodically and Purposefully Leverage Size to Achieve Benefits of Scale
Joseph R. Swedish, president and CEO of Trinity Health, articulates the approach: "We believe that scale matters. Based on that belief, management must effectively grow the organization to leverage skill and scale." Swedish cites the ability to diversify Trinity Health's ministry portfolio as one benefit of scale: "Large-scale organizations have the ability to build a well-balanced portfolio that will ultimately reduce long-term risk."
Swedish also cites the benefits of cross-pollinating clinical best practices that enable Trinity Health to "reach beyond the normal" in health care to the "transformational." A highly integrated IT system supports the rapid dissemination of clinical and operational best practices systemwide. "Some of our smaller organizations in rural areas are now enjoying the benefits of this technology, which wouldn't have been possible for them as stand-alone facilities," says Swedish.
Ascension Health has a staff dedicated to research and development and transformational work. Reporting to the chief strategy officer and located in the corporate office, these staff members are focused on identifying and developing innovations that Ascension Health will need beyond the system's existing five-year strategic and financial plan in order to achieve its goal of transforming health care by 2020.
In the payment arena, most of the profiled organizations indicate that their size enables them to achieve more favorable rates with payers. "Size lets us bring a network that is attractive to employers and thus critical to health plans," comments Barry Arbuckle of MemorialCare Medical Centers. "Health plans realize that they can't do without us in their network."
Large, credit-strong organizations are able to garner an enhanced bond rating and efficient access to capital for their affiliated smaller hospitals, even in states with regulations that require the smaller hospitals to issue debt on their own, separate from their parent systems' master trust indentures. For example, an Albany, N.Y.-based hospital in CHE's network obtained a "BBB stable" rating for its recent $200 million-plus bond issue, notwithstanding the fact that the hospital's financial medians fell below those in the "BBB" category. In boosting the hospital's stand-alone credit, the rating agencies cited CHE's financial, operational, and strategic support and its commitment to the region.
Scale enables the profiled organizations to recruit top clinical and management talent and achieve preferred status in joint venture, merger, and other partnership initiatives. "Scale makes a difference in recruiting top physician and nursing talent interested in being a part of an organization with a solid reputation in, and commitment to, the quality arena. It also makes a difference in recruiting executive leaders interested in growth opportunities within the organization," says Henkel of Ascension Health.
See Exhibit 8
4. Recognize the Importance of Physicians, Ambulatory Care, and Primary Care
Executives of successful organizations take a proactive approach to engaging physicians, recognizing that strong hospital-physician relations are critical to sustainable growth. "We won't enter a service area unless we either employ physicians there or have strong relationships with physician groups, which are comfortable working with us in the area," says Knight of Scott & White.
Pursuit of opportunities in new primary care venues are a key part of strategic growth plans, as are partnerships and practice support arrangements with primary care physicians. MemorialCare Medical Centers and Palomar Pomerado Health are opening minute clinics, whose hospital name-branding capabilities in the market are central to the strategy. Palomar Pomerado Health recently secured a 20-year agreement with wellness-focused managed care giant Kaiser Permanente, which allows Kaiser physicians to use Palomar Pomerado Health facilities.
Palomar Pomerado Health also is taking other steps to support primary care growth in its market area, including providing hospital-based educational opportunities for University of California, San Diego, residency programs, and offering legally structured partial-loan forgiveness to young primary care physicians willing to locate in expensive San Diego County. Integris Health is actively recruiting physicians using a variety of models, including employment of specialists and primary care physicians, as are many of the other profiled organizations.
Successful organizations are continuing to specifically target ambulatory care as a growth strategy. Integris Health is joint venturing with physicians and a small for-profit firm on a high-tech proton therapy center for treatment of oncology patients. After having to unwind a number of ambulatory joint ventures with physicians due to the Stark II regulations, MemorialCare Medical Centers is looking again at other models for ambulatory surgery, imaging, and oncology centers.
CHE's care management model, mentioned earlier, envisions a more radical new look of person-centric care. Brick-and-mortar facilities will not be at the center of healthcare provision in this model; rather they will be one of many spokes in an integrated community-based hub, which includes home care, housing, community agencies, skilled nursing facilities, and assisted living, among others. "We think a very significant part of our growth will be in the non-acute side," says Stanek of CHE.
5. Establish and Maintain Accountability and Cultural Alignment as Growth Occurs
Successful growth organizations assign accountability for specific growth targets and rigorously monitor market and financial performance using consistent criteria. Regular monitoring allows managers to identify problems and address challenges and issues in a timely manner.
At Scott & White, the focus on growth involves everyone, but assignment of responsibility to a specific office to "make it work" has allowed the organization to move quickly. "To take advantage of strategic opportunities, we've had to learn to respond with agility and flexibility," says Knight. "Organization and accountability have been critical."
Numerous profiled organizations use incentive compensation programs to ensure that executives, managers, and physicians gain when the organizations achieve the growth targets.
Managing the culture and change process is critical to the success of high-growth organizations. "Bigger is not always better," comments Stanek of CHE. "Cultural incompatibility can compromise ability to leverage scale, so we choose our strategic partners carefully." CHE's due diligence process for evaluating affiliates and partners includes thorough consideration of culture. "Albeit soft, fuzzy, and hard to get your arms around, culture is one of the most critical issues to talk through, particularly for a faith-based organization such as ours," says Stanek.
Ascension Health uses a list of values-based questions when assessing the cultural compatibility of strategic partnership opportunities. Questions probe such issues as benefits programs, social justice-related policies, decision-making processes, and leadership style. "We believe in distributed leadership, meaning that we are looking for organizations in which the local CEOs want to make decisions and run their markets," says Henkel.
"Growth to achieve scale is all about a common language," says Swedish of Trinity Health. "You have to crystallize and communicate your objectives in a way that inspires people." Strategic objectives, people, organization, and culture must be properly aligned. This requires leaders who are focused on, and assume responsibility for, growth, a solid plan that reflects a clear understanding of the organization, use of a structured growth process, a pipeline of innovative growth strategies that engage physicians, and a balanced portfolio to leverage the benefits of scale.
In summary, rigorous growth planning, as present in all of the profiled organizations, ensures identification, evaluation, and prioritization of strategic opportunities best able to build revenue, profitability, and scale. Revenue growth builds capital capacity, which funds expansion of the organization's mission-based activities and continued investment to ensure competitive facilities and technology. These attributes attract the human capital required for clinical and service excellence and continued growth.
By attaining the benefits of scale through top-line revenue growth, organizations enter a healthy cycle of improved competitive and financial performance characterized by increased access to capital, ability to maintain competitive facilities and technologies, and increasing physician, staff, and patient satisfaction. As in the corporate world, not-for-profit hospitals and health systems must understand the direct relationship between scale and growth, achieving both for long-term competitive success.
Mark E. Grube is a partner, Kaufman, Hall and Associates, Skokie, Ill., and a member of HFMA's First Illinois Chapter (firstname.lastname@example.com).
Ryan S. Gish is a senior vice president, Kaufman, Hall and Associates, Skokie, Ill. (email@example.com).
Sasha N. Tkach is an assistant vice president, Kaufman, Hall and Associates, Skokie, Ill. (email@example.com).
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Publication Date: Thursday, May 01, 2008
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Scott Schmidt, vice president, Cerner RevWorks, LLC, shares insights on best practices for maximizing a revenue cycle management partnership.
Amy Amick, president, revenue cycle management, and William Davis, vice president, revenue cycle advisory solutions, both with MedAssets, share insights on the industry and techniques to drive sustainable performance improvement.
Eric Ward, president and CEO, Parallon Revenue Cycle Services, discusses key trends in revenue cycle management and factors providers should consider when partnering to advance their revenue cycle performance.
Dale Hockel, senior vice president of operations, and Jim Fanelli, CFO, TriMedx, share strategies for elevating clinical engineering through innovative management programs.
Rick Heise, senior vice president, revenue cycle, at Cerner Corporation, discusses the importance of integrating clinical and financial data to excel in health care's changing payment environment.
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Islamland Website - www.islamland.com
Subject Information
Title: Islamland Website - www.islamland.com
Language: English
Website Link: http://www.islamland.com
Short Discription: Islamland is a website prepared for everyone interested in learning about Islam from its true sources i.e. the Qur'an and Sunnah. It aims to spread correct Islamic knowledge away from all types of extremism. Islam does not acknowledge nor approve of any type of extremism. The Prophet Muhammad (peace be upon him) warned against all types of extremism. It presents accurate information to the non-Muslims about Islam in an effective and interesting way. It refutes common misconceptions, clarifies misunderstood aspects and answers frequently asked questions on Islam. It also presents Islam to the new converts to Islam and provides them with the support and knowledge they require.
Addition Date: 2010-01-17
Short Link: http://IslamHouse.com/265439


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OPID to offer conference development grants
Faculty/academic staff workshops and programs
Teaching and Learning Technology Development Center
OPID to offer conference development grants
OPID is particularly interested in proposals that focus on the scholarship of teaching and learning, and in activities that build upon existing campus initiatives focused on teaching and learning. The grants also support workshops, seminars or conferences on teaching-related subjects, including meetings of faculty or staff in a particular discipline to discuss teaching issues raised by that discipline. Proposers may invite guest speakers to give presentations as part of their program. Funds typically support travel, materials and some expenses incidental to the funded event; they are not intended to support conference travel for individual faculty members attending non-OPID-funded events.
Two copies of each proposal must be submitted to Linda Carpenter, NET coordinator and UW-Eau Claire's administrative representative to OPID, in the NET office (Schofield 30) by Tuesday, March 8. NET will ensure that proposals are received in the OPID office by March 11.
Guidelines and application forms are available on the NET or OPID Web sites. For more information, contact Linda Carpenter at firstname.lastname@example.com or 836-2298. Proposers also may request additional details and guidelines from Donna Silver, OPID assistant director, at firstname.lastname@example.com or (608) 262-4337.
Faculty/Academic Staff Forums
A list of all Spring 2005 Faculty/Academic Staff Forums can be viewed online.
Faculty/academic staff workshops and programs
Counseling Services
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Teaching and Learning Technology
Condolences to David Johnson, University Centers and Programs, whose father, Merrill K. Johnson, died Feb. 15 in Eau Claire.
Condolences to Dennis Knutson (emeritus), accounting and finance, whose mother, Lorraine H. Knutson, died Feb. 11 in Eau Claire.
Top News l Calendar l Faculty/Staff News l In the News l Notices l Archive
University Bulletin • Vol. 52, No. 21 • Fifth Week • Spring Semester • Feb. 21, 2005
Julie Poquette, Editor, UW-Eau Claire News Bureau, Schofield 201, (715) 836-4741
Diane Walkoff, Editorial Assistant. Updated: February 18, 2005