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TurboTax® FAQ
Import tax data from your Ameriprise® accounts into a TurboTax return.
General Information
Where can I find my login credentials for TurboTax?
- The Package ID and Document ID found on the mailer page of your tax statement package(s) are your login credentials. Your login credentials are different every year.
- Each 2013 year-end tax package you receive from us will have different login credentials and will need to be imported separately.
- Package ID: May enter without spaces (e.g., 1234567890)
- Document ID: Not case sensitive (e.g., 123ABC4567 may enter 123abc4567)
- View a sample mailer page to see where the login credentials appear.
Who is able to import account information into TurboTax?
- Ameriprise clients who have purchased the TurboTax software or online products can use the import feature for the 1099 forms.
When will 2013 tax data be available to import?
- 2013 tax data will be available to import starting in early Feb. 2014 after tax statements are mailed and available online*.
- Tax data for tax year 2013 will be available for import through the middle of October 2014. The exact date has not been set yet, but it will be close to the expiration of the 2013 filing extension on Oct. 15, 2014, when the IRS discontinues e-filing.
- *See the complete 2013 tax statement mailing dates schedule
Which forms will be available to import?
- Form 1099-B, Proceeds from Broker and Barter Exchange Transactions
- Form 1099-DIV, Dividends and Distributions
- Form 1099-INT, Interest Income
- Form 1099-MISC, Miscellaneous Income (located in the "Other Common Income" section)
- Form 1099-OID, Original Issue Discount
- Form 1099-R, Distributions from Pensions, Annuities, Retirement or Profit-Sharing Plans, IRAs, Insurance Contracts, etc.
- Note: There are some situations that might prevent importing tax information for certain forms. After you import tax data to your TurboTax return, carefully review and compare all of the imported information against your own records and your 2013 tax statement(s). It is important that all reportable activity has been accounted for and adjusted if necessary.
- In addition, if you receive amended tax statements, you will need to correct the information on your tax return, either through an additional import into your TurboTax return or by manually changing the data.
What should I do if I receive more than one year-end tax statement package?
- If you receive more than one tax statement package, as many clients will during the 2013 tax season, you will need to import the data from each package separately.
- For example, if you receive a tax statement package that contains tax data from your IRA account (e.g. Form 1099-R) in early February, and in mid-February you receive tax data for your nonqualified brokerage account (e.g., Form 1099-DIV and Form 1099-B), you will need go through the data import process separately for each tax package, using the unique Package ID and Document ID on the mailer page of each tax package to import all of your 2013 tax data.
If I receive an amended tax statement, will the updated tax data be available to import?
- Most 2013 updated tax statement data will be available to import into your TurboTax tax return at the same time as your amended tax statement is mailed to you.
- If you receive an amended tax package, follow the "Import tax data" steps below to import your updated tax data into your tax return. The updated data will replace your previously imported tax data, as long as no manual updates have been made.
- Note: If you imported tax data and then made manual changes to it - for example, you added or changed a dollar amount or a date of purchase – the manually added or updated data will remain in your return and will not be automatically replaced when you import your amended tax package. To avoid data duplication, you will need to manually delete any of the documents that you made changes to before attempting to import again. Visit the support section of the TurboTax website to learn how to manually delete tax statements.
- Be sure to review the updated information you have imported against the tax statements received in the mail as well as your own records. You may need to manually adjust or correct any inconsistencies found in the import.
How can I get additional TurboTax assistance?
- If you have questions about the Ameriprise tax data that is provided during the import, please contact our Customer Service Center at 800.862.7919. For comprehensive technical support using the TurboTax tool, visit the support section of the TurboTax website.
Import tax data
How do I import my Ameriprise tax data into a TurboTax return?
- After you have installed the TurboTax software or purchased the online version, follow the steps below to import the tax form data you have received from Ameriprise Financial.
- You can also visit the TurboTax website for additional help installing the software or getting started in TurboTax. Be sure to download any recent updates to the program, if prompted.
- Open TurboTax on your computer. Click on the blue "Begin" button to get started.
- You will have the option to transfer previous year information, if you have used the software in the past, or continue without transferring.
- If you are a new user, complete the sections of the "Personal Info" tab to capture all the information about you and your family.
- If you have used TurboTax previously, make any necessary updates to previously entered information. If you have no updates you may go directly into the "Federal Taxes" tab to enter your wages, income, deductions, credits and other tax information.
- In the "Federal Taxes" tab enter information from any Form(s) W-2, Wage and Tax Statement, received for 2013.
- When you get to the "How Do You Want to Enter Your Income" screen, if you select the "Easy Guide" button, you will be prompted to go through all of the income screens in order. If you choose "Explore on My Own" you will go to the "Your 2013 Income Summary" screen. On this screen all of the various income sections are displayed. You can choose the order in which to enter or import data.
- Ameriprise tax data is available for import into the following income sections:
- Interest and Dividends (Forms 1099-INT, 1099-DIV, 1099-OID)
- Investment Income (Form 1099-B)
- Retirement Plans and Social Security (Form 1099-R)
- Other Common Income (Form 1099-MISC)
- Select the "Start" button in any of income sections, next to the tax form type for which you would like to import tax data. You will go to a page that asks if you received the type of income you have selected. Click on the "Yes" button to proceed.
- On the next page select the "Import from my bank or brokerage" option and choose your financial institution. Either enter "Ameriprise Financial" into the "Enter financial institution name here" field or scroll through the list of financial institutions to locate "Ameriprise Financial". Select and proceed.
Note: Until tax data becomes available in early February, you will see a screen "No Documents Currently Available for Import", which lets you know when tax data for various statements will be available to import. Attempting to download tax data prior to those dates will result in an unsuccessful attempt. This screen will disappear on January 31, 2014.
- To access your Ameriprise tax data, enter your unique Package ID and Document ID from the mailer page of your 2013 tax package (s). See the first question for a sample mailer page which shows the location and format of Package ID and Document ID. Your login credential change every year so be sure to use your 2013 tax package(s).
- Package ID: May be entered without spaces (e.g., 1234567890)
- Document ID: Letters are not case sensitive (e.g., 123ABC4567 may be entered as 123abc4567)
- If you received more than one tax package, as many clients will for the 2013 tax season, you will need to import the data for each tax package separately by entering the Package ID and the Document ID from each package.
Note: A copy of your tax package, including the mailer page, can also be accessed online. Clients who are registered for the secure site on ameriprise.com and are also the taxpayer on the account can access their online tax statement(s) by logging in and selecting "Statements & Documents" and then selecting the "Tax Statements" folder.
- The State Taxes tab can be completed last. TurboTax will transfer the information from your federal tax return into your state tax return.
- Once you have retrieved your Ameriprise tax data, be sure to check it against the tax statement(s) received in the mail. It is also recommended that you review the information against your own records. Since the tax statements are your official documents of record, you will need to manually correct any inconsistencies found in the imported version.
- If you receive corrected tax statements, you will need to correct the information on your tax return, either through an additional import into your TurboTax tax return or by manually changing the data on your TurboTax tax return.
- If you received more than one tax package, as many clients will for the 2013 tax season, you will need to import the data for each tax package separately by entering the Package ID and the Document ID from each package.
Tax data questions
Can I import cost basis and holding period information from a sale of securities into a TurboTax return?
- The cost basis and holding period reported on Form 1099-B, Proceeds From Broker and Barter Exchange Transactions, associated with sales of covered securities* is available to import into your TurboTax return. Cost basis and holding period information for your noncovered sales transactions, displayed on Form 1099-B, will also import into your tax return even though we don't report it to the IRS.
- The information held in our records may not reflect all basis adjustments that would be necessary for calculations of the basis of securities that are sold.
- For noncovered shares, adjustments related to wash sales, cash transactions associated with corporate actions, such as mergers or spin offs; unit investment trusts, and widely held fixed investment trusts and other activity may not reflect accurate cost basis.
- If you have received your shares through a gift, inheritance or divorce, the cost basis may not have been adjusted. Please review cost basis information with your tax accountant and make adjustments as appropriate to your tax situation.
- It is important that you verify data using your records when calculating gains or losses for tax reporting purposes. To adjust the information, you will need to edit the imported information.
- We may not have cost basis available for import in some situations. You will need to manually enter any cost basis and acquisition date information that is missing, using information from your own records.
- Please see the instructions associated with your tax statements for more information. For questions on how to complete your tax returns, it is recommended that you speak with a tax professional.
- *For an explanation of covered and noncovered securities please read the Cost Basis Reporting FAQs.
How will the information from Form 1099-B, Proceeds from Broker and Barter Exchange Transactions, appear on my tax return?
- Individual transactions reported on Form 1099-B will be downloaded to IRS Form 8949, Sales and Other Dispositions of Capital Assets. Totals from Form 8949 will automatically calculate to IRS Form 1040, Schedule D.
Why doesn't the date of acquisition from Form 1099-B, Proceeds from Broker and Barter Exchange Transactions, import to IRS Form 8949, Sales and Other Dispositions of Capital Assets, for open-ended mutual funds?
- Date of acquisition, Box 1b on Form 1099-B, will display "various" if the sale involves tax lots purchased on multiple dates. If the sale involves a single tax lot purchased on one date, Date of acquisition, Box 1b, will display the actual date of the purchase.
- Clients who have had multiple sales in 2013 may see both "various" and actual dates in Date of acquisition, Box 1b, depending on the tax lots that comprise each sale.
- Date acquired on Form 8949 will display either "various" or an actual date based on what was reported on Form 1099-B.
- Consult a tax professional and the IRS instructions for IRS Form 1040, Schedule D, Capital Gains and Losses, for additional information on reporting the date acquired.
Why did the information from Line 11 and Line 12 of Form 1099-MISC, Miscellaneous Income, not import into my tax return?
- Line 11, Foreign tax paid, and Line 12, Foreign country are new to Form 1099-MISC for 2013 reporting. TurboTax is not able to accommodate an automated import of the data from those lines for your 2013 tax return. If there are any amounts displayed in these lines, you will need to manually enter them into your tax return.
Neither Ameriprise Financial nor its representatives or affiliates may provide tax or legal advice. Consult with your tax advisor or attorney regarding specific issues.
Intuit TurboTax is not affiliated with Ameriprise Financial, Inc.


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JOY for Oklahoma
God is our refuge and strength, a very present help in trouble. Psalm 46:1
Here is a list of trusted organizations that are helping the need. Maybe through them you can share JOY with Oklahoma:
Samaritan's Purse is responding to a series of vicious storms that pounded the Oklahoma City area
They have an assessment team on the ground in the Oklahoma City area where a massive tornado struck the southeastern suburb of Moore, Okla.
The Salvation Army is responding to multiple locations in the Plains and Midwest that were impacted
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Jasper F. O'Keefe, 19, Stevens Point, died Monday, July 2, 2012, as the result of a drowning accident.
A Mass of Christian Burial will be held Friday, July 6, at St. Joseph Catholic Church in Stevens Point, with the Rev. Alan Burkhardt officiating. Burial will be in the Hope Cemetery.
Visitation will be at Shuda Funeral Chapel in Stevens Point Thursday, July 5, and at the church Friday, July 6.
Condolences may be offered online at www.shudafuneral.com.
Jasper was born June 7, 1993, in Marshfield, a son of Chad O'Keefe and the late Nicole Nowak. He graduated from Stevens Point Area Senior High School in 2012.
Survivors include his father, Iola; one sister, Daphne O'Keefe, Stevens Point; his maternal grandmother, Nancy Nowak, Stevens Point; and his paternal grandmother, Jeanne O'Keefe, Iola.


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Humidity 88%
Winds 13.8mph
KTVQ.com Sponsored Search
Humidity 88%
Winds 13.8mph
Mar 19, 2012 10:41 AM by Dennis Bragg-KPAX News
MISSOULA- Drivers across Montana are finding themselves navigating more snowy roads this morning, as another shot of winter/spring snow sweeps across the Treasure State.
Most of the impacts from this storm are hitting the passes along the Divide.
Montana Department of Transportation reports heavy, wet snow falling on Marias, Rogers and MacDonald passes this morning. Interstate 90 over Homestake Pass is also seeing snow with snow and wind continuing east through the Gallatin Valley and over Bozeman Pass.
(photo of Lolo Pass courtesy IDT)
On Interstate 15, there's blowing and drifting snow this morning on Monida Pass with snowcovered highway, and reduced visibility north through Dillon. More snow is reported all the way north through the state, with more blowing and drifting snow north of Great Falls.
Passes on the Bitterroot Divide are seeing snow, but in better shape. Lookout Pass, Lolo and Lost Trail passes all have slush, or wet snow on the road.
Most other highways in Western Montana have wet roads, or wet snow on the road. Anywhere from ½" to 4" or 5" of snow have been reported in areas across Northwest and West Central Montana.
MDT reports most roads east of the Divide are snowcovered this morning, with wind creating areas of blowing and drifting snow in some areas.
5 hours ago


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The recent announcement from AMD of their 16-core Opteron 6200 CPU and indeed Intel with their 10-core Xeon E7 indicates a resurgence of the scale up mentality. Indeed the virtualization bandwagon is partially responsible for fueling this rise.
While on the one hand we have every virtualization vendor touting server consolidation and datacenter efficiency using simple scale-out models based on x86 technology, it is also apparent that to get full efficiency, the density of virtual machines to physical hosts (VM:hypervisor host) needs to increase.
Pack in licensing and transformation costs, and it becomes increasingly difficult to create business cases that really make sense for an organization to invest in new hardware to take the best out of virtualization and ultimately the cloud - unless that very high density can be achieved.......
Read entire blog at Time to Consider Scale Up in Virtualized Environments?
In an earlier post related to targeted CPU power I talked about the emerging power of the x86 platform and its ability to handle even the most demanding workloads in a fully virtualized environment.
Recently, AMD announced that its long awaited 16-core (real cores - no hyper-threading) chip, codenamed "Interlagos" is finally available as the Opteron 6200. This is significant for the industry, not just in the speeds and feeds area, but also in really stepping up to the table in dealing with enterprise virtualization and Cloud needs in particular.
The ability to continuously add computing power within ever tighter thermal envelopes using the same processor socket, and wrap that in enough intelligence for dealing with service provider issues such as energy management is critical. This certainly follows the idea of upgrading that underlying hardware for a doubling in capability.
The fact that the major virtualization players already support AMD Opteron 6200 out of the box is great. This allows that forward planning exercise to be done when planning the computing base for your cloud.
For new entrants, those that held out on full blown cloud infrastructures, this very capable compute platform provides a means of entering rapidly and with power. The increasing core count is providing a market mechanism of reducing barriers to entry - hence potentially more competitors and potentially more choice!......
Read entire blog at Why Cores STILL Matter - Continuous Workload Consolidation
Fujitsu has just announced that they have taken the crown in Supercomputer performance breaking past the 10 petaflop barrier. That is over 10 quadrillion operations a second. Seriously fast.
Just when we thought that Intel/AMD and x86 would take over the world this beauty came along. For those interested in the speeds and feeds of the Kei Supercomputer - 22,032 four-socket blade servers in 864 server racks with a total of 705,024 cores!
This is a Supercomputer with specific workload profiles running on there. However, looking at the scale of the infrastructure involved, we are basically looking at multiple large scale Internet Cloud providers literally in this construct.
Traditional Cloud providers may well find themselves with a new competitor, the HPC Supercomputer crowd. Supercomputer are expensive to run, but they have all the connectivity and datacenter facilities that one needs......
Read entire blog at A Resurgent SPARC platform for Enterprise Cloud Workloads
In a previous blog entitled VMworld 2011 - Practice Makes Perfect (Security), I discussed the notion of preparing actively for attack in cyberspace through readiness measures and mock maneuvers.
This is happening at the level of nations. ENISA in Cyber Atlantic 2011, shows how large groups/blocs of nations are working on not only increasing their capabilities, but practicing in concert to see how global threats can be prevented or isolated in cyberspace.
This is at least as intensive as a NATO exercise. Languages, cultures, varying capabilities, synchronization of Command & Control capabilities as well as reporting and management at national levels.
APTs (Advanced Persistent Threats) will be the target in this exercise......
Read entire blog at Cloud Security Maneuvers - Governments taking Proactive Role
In a number of blogs in the past I chart the emerging growth in capabilities of infrastructure components that most people take for granted. The reason for doing this is to continue to highlight that old design rules may well need to move out of the way to pave the way for the new.
Although Intel and AMD continue to release roadmaps for processors with baked-in virtualization in silicon, the entire market is moving towards scale out models to populate their Cloud infrastructures. The customers are voting with their wallets, and proprietary systems are gradually being pushed out.
Looking at the Dell site the other day, I saw the new Dell PowerEdge R815 equipped with AMD processors. It sports 48 cores within a 2U footprint. This is really incredible - and 8 more cores than Intel currently. They go on further to state that they have whitepapers that compare multiple 2U units from HP (DL 380 G7) and that they have more capability at lower operating costs.
These type of messages are sweeping the industry currently. However, this would indicate that scale up as a strategy is on the rise again - after all it is easier to manage a single physical server than two servers right?....
Read entire blog at Size Matters - Micro Clouds and Engineered Systems
During the VMworld2011 conference, the theme of security came up very strongly. Indeed, there were many parallels to the RSA Conference 2011 in Feb/2011 that echoed concerns about "putting all your eggs in one basket".
Many solutions were presented, new innovations from VMware in the form of the vShield family and vertical integration into the RSA enVision tools. However, tools are good, but there are few substitutes for common sense and training.
Within all the sessions, I did not really see anything indicating how indepth Cloud security was to be achieved. Security certifications are mainly focused at awareness of issues pertaining to this theme and some level of descriptive and prescriptive actioning that can be performed within a framework.
Taking an metaphor linked to security, namely defending a country, there are parallels that can be drawn. Typically an army of some sort (SecOps - Security Operations) incorporates the capabilities of the security force, a command and control center for operations (SOC - Security Operations Center).
The army receives training both general and specific for particular engagement types (Security awareness training, Security tool training, System administration tasks such as patching, general awareness of threat levels around the world in cybersecurity terms). The army stays fit and in shape to respond should they be called into action. The army is distributed to ensure response in the correct measure and correct location (layered security distributed throughout a Cloud environment)........
Read entire blog at VMworld 2011 - Practice Makes Perfect (Security)
The VMworld 2011 conference in Las Vegas in September was a really cool event. Lots of new stuff to see, lots of customers to talk to and of course lots of presentations!
There are plenty of blogs out there that covered the conference and particular technologies and sessions. However, I found the VMworld Newbies material somewhat sparse.
This being my first VMworld attendance, there were a couple of points that I wanted to spell out for future VMworld Newbies:
Regarding the sessions. It is really not easy delivering these - my hat off to every single one of the presenters! However, based on the varying level of focus and expertise in the subject material, it is simply necessary to dive out (or in) based on your own personal evaluation of the material.
Knowing the floor layout and where common session rooms (for your selection) really saves some time. There are other tips but these ones I used every single day to my personal benefit. The evening review of the material helped take it in.
Remember it is a fun action-packed technology-infused event over many days and it pays to stay fit enough to see it through. I saw many attendees fading at the end – although that may well have been because of the event parties
So here comes VMworld 2012 already knocking on the door!....
Hi Folks,
Wanting to focus a little more on blogging and in particular all things cloud related (and wanting to stay relatively neutral on the subject ;-) I have decided to move my blogs out to my new blog called Omega Cloud. I will continue to also post here in parallel, but there may be a small time lag.
Thanks again to all those who continue to read my blog - when I get around to posting!
See you on OmegaCloud!
A couple of weeks back, I attended the VMware vSphere: Manage for Performance course. This is a recommended course for VCAP-DCA certification – the full title is (deep breath) – 'VMware Certified Advanced Professional - Datacenter Certified Administrator'.
I just wanted to give a heads-up to all those others that have spent the last year focusing on and sharing experience in relation to the VCAP certification process to show their great prowess in all things VMware
I was somewhat skeptical of a performance oriented course that lasted only 3 days. Typically in these new courses there seems to be a lot of "discussion". However, for that really to succeed, the course attendees need to have a level of relatively intensive medium-large scale virtualization experience. It is critical that the trainer is someone that is engaged enough and motivated enough to perform the required level setting in the group.
Our trainer really managed to do that – no easy task, believe me! However, the guys at QA-IQ know their stuff and bring it across in a really interactive style (a big thanks to the trainer Nel Reinhart! who also shared great insight into rugby – made me finally watch the Clint Eastwood/Morgan Freeman/Matt Damon Invictus film – excellent by the way!).
Well to the course itself. There was actually a fair amount of hands-on for a change. The VCAP-DCD was just a tad heavy in case study and discussion material. These courses are expensive, and I believe that every attendee wants to get the most out of the material and be able to use it directly in their daily work environment.
What I personally liked about this VCAP-DCA Performance course was that for one of the first times, the terminology has been standardized – particularly in the areas of memory, virtual memory and all things paging related. This was a major headache as when one speaks with administrators at client sites or even VMware personnel for that matter. There is a very large discrepancy between the words used, what was intended and the actual definitions of words used.
There were also some clearer guidelines regarding the word "overhead" in creating virtual machines and best practices that were actually pretty good.
One of the areas that we had an intensive discussion in the course about was regarding technology convergence vectors and their effect on "best practices". As I principally work in the high-end large scale environments, I get to see a lot of the cutting edge without getting too bogged down in the "techno-babble" that virtualization discussions sometimes lead to. You know what I mean – are 2x vCPU better than 1x vCPU, more memory or less, which guest operating system to use….
In the course we discussed some of the areas that are driving deep virtualization and continuous consolidation. We discussed the number of VMs that an ESX server can host, and the best practices for that. However, on the technology side we are seeing massive increases in say network bandwidth – 10GbE in the mainstream, and 40/100GbE technologies already out there at the bleeding edge. The old notion of there is not enough network bandwidth is starting to disappear – leading to revisions of the consolidation ratios practically achieved by customers!
Naturally, in actual exam and training course material this needs to be matched with the exam requirements – you are there to pass the exams after all. However, I think that training courses are sometimes a more intimate circle where new technology, best practices in the market, challenges, issues, and things that plain "just don't work" can be discussed in confidence without revealing any customer names (very important) or secret-competitive "things".
That type of discussion may well be the real value of such courses – requiring techies to be receptive to that type of information - as increasingly competitive pressures are resulting in fewer customer references, less information sharing in an industry, and competitive "virtualization" advantage being fiercely guarded!
From an EMC Consulting point of view, it is great to be able to help educate-up administrators on the rationale of virtualization beyond simple consolidation. The aspirations of their businesses are discussed, as well as where they see areas of improvement from a practical administrative point for the virtualization technologies.
Correspondingly, the career administrators in such courses do a great job of educating consultants by highlighting how and why things go wrong on the ground as well as the relationship management improvements needed to ensure distillation of the precious knowledge these administrators have and not simply dismissing their ideas. Additionally, always great to hear how they are all uniquely addressing bulk administrative duties and automation in the context of their own unique datacenter eco-systems
In any case, to all those VCAP-DCA'ers, keep at it and good luck when you do your exam! Right – back to the training materials……
Exchange Server 2010 (E2K10) continues to be a baffling phenomenon. We have a raft of features to make E2K10 easier to manage when running at large scale. Integration with the Microsoft ecosystem (ADS, SharePoint, Outlook/Office) is of course excellent. We even hear with the use of the new DAG (replicated mailbox databases) that backups are a thing of the past – don't need to backup E2K10 apparently.
I have worked with all versions of Exchange, including when it was still MS Mail 3.x. During the years I have been a big fan of this messaging system – mainly due to its integration ability and use of database technology (well JET actually) to provide many features that were novel at the time of introduction. E2K10 is no exception. However, with the rise of the Cloud, and services such as Microsoft's Business Productivity Online Suite - BPOS or other hosted Exchange service providers, the messaging is becoming increasingly unclear.
What do I mean with that last statement? Well, take a look at the short list of things I hear regularly with clients:
Well having seen in many large organizations what happens when the eMail service is not available, I would argue that messaging services are critical. Indeed, the more integration one has with other upstream applications that utilize eMail, the greater the dependency on a reliable environment. This would indicate that messaging services are core to the business, and indeed may be tightly linked to new service offerings.
The idea of not backing up data, while certainly very attractive, is a little off the mark. There are other reasons for backing up data than simply to cover the "in case" scenario, including compliance, single-item recovery, litigation amongst others that require some idea of preservation of historic point-in-time copies of the messaging environment.
However, the last points regarding cost, and being more effective to host Exchange with Microsoft directly. Well this is really a bit of a sensitive topic for most administrators and indeed organizations. One of the reasons that Exchange is expensive is that it simply could not in an easy fashion cover the needs of the organization in terms of ease of administration, scalability, infrastructure needs, reliability and indeed cost. It does seem to me that Microsoft itself may well be partially responsible for the "high cost" of messaging services.
Why is this Relevant for Virtualization and the Cloud?
Well, many of the cost elements regarding Exchange environments in particular related to the enormous number of dedicated servers that were required to host the various Exchange server roles. The I/O profile of the messaging service was also not very conducive to using anything less than high-end disks in performance oriented RAID groups.
Administration for bulk activities such as moving mailboxes, renaming servers/organizations, backup/restore and virus scanning were not particularly effective to say the least.
Don't get me wrong, Exchange 2010 is a massive improvement over previous versions. I would put it akin to the change from Exchange 5.5 to Exchange 2000. The new PowerShell enhancements are great, and finally we are getting better I/O utilization allowing us to finally use more cost-effective storage.
Where it starts to all go wrong is when Microsoft starts to lay down support rules or gives out advice that goes against the prevailing wisdom of seasoned administrators:
Never mind that fact that there are thousands of organizations that have successfully virtualized using VMware their Exchange environments, saving serious amounts of money. Never mind that these organizations are enterprise class, and run their servers at high utilization levels receiving millions of emails daily, whilst running hourly backups and daily virus scans. Never mind that most tier-1 partners of Microsoft offer qualified support for features such as snapshots for rapid backup/recovery.
Why then is Microsoft "scare mongering" organizations to now move to BPOS – to save money no less? The fact is that there are very very few organizations that truly know the cost of their eMail environment. Therefore, how can one say that it is too expensive to do eMail in-house?
The basis of calculating business cases also varies wildly. It is is very difficult to put a price on the cost of operations for messaging environments – even a messaging team is not 100% utilized – and then to spread this across the cost of the total number of mailboxes.
Indeed the cost of a mailbox per month seems to me not to be granular enough. What is the cost of a message? Who pays for inter-system messages? What about the cost of mailbox storage per month? What is the "true" cost per mailbox per month?
The private cloud, and 100% virtualization of Exchange server in particular, is a chance that most large companies should not really pass by so easily. It is the perfect application to verify the cloud assumptions about elasticity, on-demand and metered usage to get the "true" cost of eMail services. As it is so well understood by internal administrators, a company can experience first-hand:
I always say that eMail is in some ways easier to virtualize than high-end database environments such as SAP. Too much time is lost in the difficulties, and the organization gets too little of Cloud benefits as a result. The time-2-value and order-2-cash processes take too long with that approach.
With Exchange virtualization you can literally get started in a week or two once the infrastructure is on the ground – there are plenty of blueprints that can be utilized.
Why is this important for the CIO?
The CIO has the responsibility for setting IT direction in an organization. Simply following the scare-mongering of either vendors or outsourcing service providers will inevitably force you to move what may be a vital function for new product development out of your organization. Aside from this, there are many issues still regarding data confidentiality, compliance, and risk concerns that need to be tackled.
Personally, I would advise large enterprise shops to look at virtualizing their entire Microsoft estate, starting with Exchange Server. This is not only going to make deep savings, but, as experience shows, also provides better service with less downtime than in the past. You choose the type of differentiated service you would like to offer your users. You decide what services to include, with some being mandatory like AV/malware/spam scanning.
Use this as the basis of creating your Private Cloud, and start to gradually migrate entire services to that new platform, whilst decommissioning older servers. Linux is also part of that x86 server estate, and the obvious questions related to replatforming to the x86 server basis away from proprietary RISC architectures.
Innovation is an area where particular emphasis should be applied. Rather than your IT organization putting the brakes on anything that looks unfamiliar, you should be encouraging innovation. The Private Cloud should be freeing up "time" of your administrators.
These same administrators could be working more on IT-Project liaison roles to speed time-2-value initiatives. They can be creating virtual environments for application developers to get the next applications off the ground using incremental innovation with fast development cycles to bring new features online.
Once you are running all virtual, you will have a very good idea of what things really cost, whether to optimize CAPEX/OPEX levels and compare against the wider industry to determine whether you are offering fair value for IT services to your user community.
Let legislation about data jurisdictions and chains of custody also mature. Push vendors for better terms on per processor licensing, allowing "pay-as-you-use" models to come into play. Not on their terms in their Clouds, but on your terms in your own Private Cloud initially. Remember, there are always choices in software. If Exchange+Microsoft won't cut it for you, then use an alternative e.g. VMware+Zimbra
Public Cloud offerings are not fully baked yet, but they represent the next wave of cost consolidation. Recent high-profile outages at Amazon, Google, Microsoft as well as those "un-publicized" failures show seasoned veterans that there is probably another 2 years to go before full trust in Public Clouds is established with the necessary measures to vet Cloud Provider quality. Remember, one size does not fit all!


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The twist in the tale in Itadaki Street is that you can buy stocks in your property and, as you may have noticed, this particular version features characters from both the Mario and the Dragon Quest universes.
Just that factor alone should see it sell eight squizillion copies out East - no doubt further helped by its Wi-Fi compatibility. Frankly speaking though, we'd rather go and eat a hotel.


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It was the summer of 2003. My husband and I were sitting outside at a restaurant enjoying the warmth of the evening and sipping on our glasses of wine. Our newborn son slept soundly in his carrier at our feet and we smiled smugly at each other across the table as if to say, "Why do people always make it sound like life has to stop when you have … [Read more...]
Date Night and a Chalkboard Word Search Puzzle
5 Minute Valentine Craft and Free Printable
We're so excited to be welcoming back our fabulous contributor Julie who's sharing an easy-peasy craft with us today as part of our ongoing Take 5: 5 Minute Crafts series! … [Read more...]
Nutella Hand Pies for Valentine's Day!
Did you know there is a National Pie Day? Did you know it was TOMORROW! A WHOLE day to celebrate the goodness of PIE! What is it about pie that conjures up images of home and warmth and grandma's kitchen table? … [Read more...]
Take Five: DIY Poppers for Valentines Day
I miss those days. When they came home with a list of classmates and we headed to the store to carefully pick out the perfect pack of Valentines for their classes. We've had Hello Kitty, and Princesses. We've had Power Rangers, Teenage Mutant Ninja Turtles and Super Heroes. It was pre-Pinterest so I never had a chance to make all of … [Read more...]
Five Minute Valentine's Day Craft: Notes Jar
Can you believe Valentine's Day is just around the corner! Here's a cute five minute craft tom our friend Maryann of Domestically Speaking! Be sure to stop by and pay her a visit! Hi Guys! I'm Maryann from Domestically Speaking and I'm thrilled to be over here today sharing a quick Valentine's Gift. We've got just over a month till V-Day… … [Read more...]
Five Minute Crafts: Magnetic Letter Tray Art
Today we are excited to be kicking off a fun new series here At The Picket Fence! We know that you are busy, busy, busy! And as much as you love to craft and DIY it can be hard to find time between work, and soccer games and laundry and cooking dinner to sit down and actually create something! Now, don't get us wrong we love creating more … [Read more...]
DIY Flower Necklace
Hello, Picket Fencers. My name is Angelina and you can find me happily blogging over at JoJo & Eloise. Today is an exciting day! Why, you ask? Because I get to share this Fabulous tutorial, I get to hang out with Heather and Vanessa and I am also getting the chance to meet and get to know other great Picket Fencers like you. How … [Read more...]
Hearts Made of Clay for Valentine's Day
I have a confession to make. I don't buy my husband anything for Valentine's Day. Not even a card. And he doesn't buy me anything either. Not even a card. Do you still like me? I promise there's a good reason for this! You see, in the beginning we were poor. As in, root around in the car seat cushions looking for loose change so we could … [Read more...]
Decadent Valentine's Day Chocolate Bark
What is it about CHOCOLATE that speaks to the soul? It calls us with it's siren song...to open that bright red heart and bite into those little squares of goodness. We know our favorites and savor those first, but eventually they will all be consumed down to the last coconut filled truffle. Or..how about the call to the pantry, … [Read more...]


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The Food Safety Tool Box
An Effective Practice
This practice has been Archived and is no longer maintained.
The Food Safety Tool Box is a program of the Columbus Health Department that provides food safety information in English, Chinese, Somali, and Spanish to address the growing need for multilingual food safety information. As a local public health agency, Columbus desired to become proactive rather than reactive in its approach to ensuring safe food for the community. It was the vision of CHD to provide each newly licensed retail food facility with the proper food safety tools within the first 30 days of opening for business. In 2001, the Food Safety Tool Box was developed as a proactive tool, which enabled the vision to become a reality.
Goal / Mission
The goal of this program is to reduce the risk of foodborne illness outbreaks by educating licensed operators and food employees of proper food safety procedures.
Results / Accomplishments
Columbus Health Department (CHD) was able to reach 100% of its target audience of licensed retail food facilities that are risk level 3 & 4. CHD experienced a 50% increase in attendance to scheduled food safety workshops for 2003 as compared to 2002. CHD also experienced a 39% decrease of foodborne illness complaints and outbreaks in 2003 as compared to 2002. This decrease, CHD believes, is directly related to the increased attendance at the food safety workshops and the implementation of learned food safety practices as well as the distribution and implementation of the Food Safety Tool Box to licensed retail food facilities in risk level 3 & 4.
About this Promising Practice
- Primary Contact
- No current contact information available
- Categories
- Health / Food Safety
- Organization(s)
- Columbus Health Department
- Source
- National Association of County and City Health Officials (NACCHO)
- Date of publication
- 2005
- Date of implementation
- 2001
- Geographic Type
- Urban
- Location
- Columbus, OH
- For more details
- https://eweb.naccho.org/eweb/DynamicPage.aspx?site...
- Additional Audience
- Food Service Establishments


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Narni Vacation Rentals with Hot Tub(1)
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View all 21 Narni Vacation Villa Rentals or all 144 Terni area Vacation Villa Rentals
Recent Narni Reviews
Wonderful stay in Narni
We spent a very pleasant week mid-May 2013 at this very comfortable apartment. The rooms are actually far more spacious than they appear in the photos. The views from the terraces were amazing and it was so pleasant sitting outside in the late afternoons with the lovely sweet perfume of star jasmine carried up on the breeze from the garden below. There was everything we possibly could have needed in the kitchen and more, except for a kettle! The apartment is very centrally located and just minutes walk to a number of restaurants and grocery stores. We had no trouble in finding a free car parking space in the car park below the town and travelling up to the top via the funicular and lift saved our legs from a climb. Narni itself is well located for sightseeing in various directions. Civita di Bagnoregio, Villa Lante near Viterbo, Orvieto, Perugia, Spello, Montefalco, Bevagna and the Sabine Hills are places we visited and all are easy day trips. We wouldn't hesitate recommending this apartment to anyone considering a stay in Umbria.


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Gamo® MP9 Air Pistol
Item # WX2-578364
- Google+
This item cannot ship via any of our Next Day or Second Day Express delivery methods.
You must be 18 years of age to purchase this item.
Shipping restrictions apply to this product under some jurisdictions. Known age, state and local shipping requirements are applied at checkout and may result in changes to an order.
This item cannot ship to Canada.
This item cannot ship internationally.
- Details & Specs
Gamo® MP9 Air Pistol. An airgun replica of the famous machine pistol!
As seen in use by security forces worldwide! The Gamo® MP9 is a highly detailed replica of the Brugger & Thomet MP9. Lightweight, compact for easy carry. Folding stock for stowing just about anywhere. Accepts both .177 pellets or metal BBs. For training, collecting or just fun in the backyard!Feels just like the real deal:
- Quick-opening, self-lockable folding stock
- 450 F.P.S. velocity
- Semi-automatic blowback CO2 pistol can fire 16 shots in 2.4 seconds
- A single 12-oz. CO2 canister produces up to 80 shots
- Rifled steel barrel
- .25" groups at 10 yards
- Selectable double (9.46 lbs.) and single-action (9.24 lbs.) trigger
- Manual safety
- Windage-adjustable rear sight, front post sight. 12"l. folded, 21" l. open. 3 lbs.
- Reviews
<!--BVSEO|dz:Main_Site-en_US|sdk:v188.8.131.52-n|msg:Error: Request errored out - The remote server returned an error: (403) Forbidden. -->
Don't Forget
Ruger® Safety / Shooting Glasses with Interchangeable LensesBuyer's Club $17.99 Non-Members $19.99
6,000 .177 cal. BBsBuyer's Club $11.69 Non-Members $12.99
3-Pk. Do-All Traps® Pigeon Perch Target KitBuyer's Club $17.99 Non-Members $19.99
You May Also Like
Uzi Carbine BB Air RifleBuyer's Club $143.99 Non-Members $159.99
Umarex® Steel Storm .177 cal. BB GunBuyer's Club $80.99 Non-Members $89.99
Legends C96 Air PistolBuyer's Club $80.99 Non-Members $89.99


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Gary Olson
Pearson Talbert
At a Glance
St. Luke's Hospital in Chesterfield, Mo., has been a longtime proponent-perhaps even a pioneer-of population health management. From its earliest wellness initiatives providing community childbirth classes in the 1960s to its current "Wellness College" lecture series on healthy aging and its health partnerships with local organizations, St. Luke's believes a healthy community is stronger and more prosperous. St. Luke's believes good health care is not only about treating disease, but also about bringing the message of healthy living to the community where people work, play, and raise their families. It has always embraced the idea that keeping people healthy is much more efficient than providing care once they develop chronic illnesses-a notion that has received much attention through healthcare reform.
Skyrocketing healthcare costs and payment challenges are forcing all hospitals to closely examine expenditures and eliminate inefficiencies while maximizing cost savings. St. Luke's is no exception. Not only is it examining existing operations, St. Luke's is also looking for new opportunities to add value to its core operations and stand out from other hospitals in its immediate market. The hospital has realized that although wellness is one of its core competencies, it needs to leverage its commitment in more strategic ways to enhance its value to the community.
At the same time, increased healthcare costs are challenging employers everywhere to look for innovative approaches to reduce health claims and insurance costs and to improve the overall health of their employees. Increasingly, employers are asking for solutions to their population health management issues. St. Luke's recognized that its track record in community wellness gave it a tremendous potential for offering wellness programs customized to the needs of both employers and employees.
To meet the growing demands of the business community, St. Luke's began developing a new employer wellness program that could deliver tangible results by:
St. Luke's also structured its program to meet the goals of local businesses by:
To achieve these goals, St. Luke's hired a consultant specializing in hospital/employer relationship strategies in 2005. The consultant brought key areas of expertise in data management and tracking, targeted educational outreach, and relationship building. Installing a dedicated expert on-site at the hospital to spearhead relationship management and wellness initiatives took the program to the next level.
St. Luke's spent approximately four months developing the program and introduced it to key stakeholders within the hospital.
By November 2005, St. Luke's launched its "Passport to Wellness" workforce health initiative, aimed at helping employers reduce preventable illnesses. Today, the program has been implemented at 170 employer worksites, where more than 150,000 employees have access to screenings, health education, health coaching, disease management, and healthy lifestyle programs. Passport to Wellness has proven that by implementing the right program with the right internal support and tracking systems, St. Luke's could achieve measurable results.
An employer relations specialist provided by the consultant was placed at St. Luke's Hospital in October 2005. The specialist assisted in developing the Passport to Wellness program, helping St. Luke's identify employer groups interested in the program. The specialist facilitated breakfast meetings with key employers to provide them with education on wellness topics and opportunities to network with other employers and to meet hospital management. Later, the employer relations specialist was integrated into St. Luke's existing community outreach team, which supports all subsequent Passport to Wellness initiatives. Together, the specialist and other team members coordinate education, screenings, health events, and other community health initiatives.
Employees at participating employer groups were introduced to the Passport to Wellness program through on-site Health Information Centers, which were installed at health fairs and at worksite locations with high employee traffic. Employees were encouraged to complete confidential health risk assessments and participate in health screenings to gather baseline health data.
Based on the health profiles, employers received aggregated worksite health profiles that identified health risks-such as obesity, diabetes, and tobacco use-that were contributing to higher medical claims, absenteeism, decreased productivity, and other issues. Employees received personalized health profiles, tailored to meet or exceed HIPAA requirements, which identified health risks warranting a change in lifestyle or a specific medical action.
St. Luke's then offered employers custom-designed health improvement programs to mitigate future risks based on the worksite's risk trends. These programs-which included exercise and healthy eating classes, smoking cessation, back safety, and diabetes management-were offered through the hospital and supported its targeted service lines. Aggregated worksite health profiles, likewise tailored to meet or exceed HIPAA requirements, assisted hospital management in projecting potential growth for each service area so the hospital could plan accordingly.
The employer relations specialist and hospital management met with employers regularly to review employee participation and cost trends and to make program adjustments as needed.
The partnership arrangement with the consultant allowed St. Luke's to build a program at minimal cost. Because the consultant brought unique data tracking and marketing expertise to the table, St. Luke's did not make major investments in this area. The hospital invested in additional staffing to support the projected increase in new business and the cost of the consultant in establishing the relationship management program. Fees paid by employer groups covered some costs.
Employer groups were charged a flat fee for every completed employee health profile and baseline screening. St. Luke's offered customized on-site wellness programs to each group, including two free health education programs and additional services at a nominal fee. It also provided additional health education programs to groups at an hourly rate. Fees charged to employers were intended to help reimburse St. Luke's for expenses associated with the program and were not intended to produce substantial net revenue. The data gathered from the health screenings allowed St. Luke's to offer hospital services to specific employees in need, which increased volumes for the hospital's programs and physicians.
St. Luke's targeted wellness program has reached more than 150,000 employees who have received or are likely to receive services at the hospital. On average, worksites attain 60 percent participation in the health-risk assessments.
The Passport to Wellness program also has contributed a substantial increase in utilization of St. Luke's existing therapy centers. This result has been achieved through health-risk profiling, which identifies patient health needs and guides employees via exercise, wellness, and other programs. By working with area businesses and addressing their needs, the hospital has added new services, such as health coaching for metabolic syndrome prevention.
In addition, the program has allowed for cross-pollination to St. Luke's overall community wellness programs. For example, every woman who has participated in the workforce health initiative has been invited to join St. Luke's nationally recognized Spirit of Women wellness program, which has helped increase overall membership.
St. Luke's believes that investing in population health management is an opportunity to create new value in the community. The hospital suggests that the following principles are keys to the success of such an initiative.
Serve the mission while meeting the organization's financial objectives. Population health programs allow hospitals to address market demands while continuing their altruistic mission to serve needier populations.
Be present in the conversation. Businesses are looking for solutions to contain health-related costs and often are forced to turn to their insurance companies to identify opportunities. The hospital can offer healthcare alternatives as a community partner by letting employers know about services and the value provided by the hospital.
Obtain management team buy-in. Management support is imperative. It is critical that the management team, board of directors, and physician leaders pledge their support to the population health program for the long term. Challenges should be identified in advance, and clear strategies for addressing challenges will be needed to help overcome issues.
Don't be afraid to bring in an outside partner. The hospital may not be able to develop all the resources it needs. By bringing in a partner with proven results, the hospital can get a jump start on the process. Based on the partner's history, the management team will know what to expect in the long and short term.
Community outreach is the backbone for a workforce health initiative. The hospital should have a strong community liaison and support the liaison's efforts through a community relations team of marketing experts, volunteers, nurses, key community leaders, and program ambassadors.
Build an expanded team of wellness experts to support workforce health initiatives. Health coaches, registered dietitians, exercise physiologists, health educators, and smoking cessation counselors are critical members of the hospital's outreach and health program fulfillment team.
Leverage existing services. The hospital should cross-pollinate its wellness program with existing hospital services.
Focus on results. Constantly reassessing program results and recommending opportunities for improvement help build and maintain employer trust and loyalty.
Hospitals should look at additional opportunities to enhance market share without incurring the expense of high-cost technology or bricks-and-mortar expansion. Population health management and worksite wellness programs can help a hospital cement important business relationships in its own back yard and reach large segments of potential patients, while costing significantly less to implement than other
Gary Olson is president and CEO of St. Luke's Hospital, Chesterfield, Mo. (email@example.com).
Pearson Talbert is president of Aegis Health Group, Brentwood, Tenn. (email@example.com).
About St. Luke's Hospital
St. Luke's Hospital is a not-for-profit hospital based in St. Louis. The hospital serves more than 150,000 patients each year at 20 locations in Missouri's St. Louis and St. Charles counties. For more than 30 years, St. Luke's has been dedicated to improving the overall health and wellness of the community. St. Luke's provided more than $9 million at cost in charity, Medicaid, and other uninsured and underinsured services in FY11.
St. Luke's Population Health Management Strategy at a Glance
Like most hospitals, St. Luke's faces declining reimbursements and significant competition. In response, the hospital continually identifies and pursues new opportunities that:
Six Steps to Success
Reflecting upon more than 30 years of success in connecting with local residents and implementing health management programs, St. Luke's has identified six steps to a successful population health management initiative:
To date, St. Luke's has achieved the following results through its population health management initiative:
Publication Date: Friday, June 01, 2012
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December 20, 2014
The body of a woman, who went swimming in the Currituck Sound Saturday, has been found.
Currituck County authorities say a commercial fisherman found the body floating in the sound, northeast of the Poplar Branch boat landing.
The Coast Guard told WITN News that Bland was from Washington, but the sheriff's office says the woman lived in Greenville.
A medical examiner saw nothing suspicious and released the body to a funeral home.
The 26-year-old woman disappeared in the Little Narrows near Poplar Branch in Currituck Sound.
The Coast Guard ended its search for Bland Sunday night, but local emergency crews continued their recovery efforts Monday.
The woman was swimming from an 18-foot boat with another woman Saturday night near Poplar Branch.
Petty Officer Jason Frivance of the Coast Guard said the women didn't anchor the boat, which drifted away in a northeast wind. The woman who survived said she swam for an hour to catch the boat and didn't see her friend when she looked back.
Previous Story:
The Coast Guard is searching for a swimmer in the Currituck Sound.
The 26 year-old swimmer disappeared in the Little Narrows near Poplar Branch in Currituck Sound.
The Coast Guard got the call around 8:30pm Saturday that Leah Bland was missing after going for a swim. She was on a 18 foot boat with one other person on board. That person notified emergency crews.
"We're still searching for the missing swimmer, and we will continue searching for her," said Chief Petty Officer Stephen Mansfield, officer in charge of Station Elizabeth City and senior Coast Guardsman at the ICP.
Here is the press release from the Coast Guard:
Coast Guard, state, local agencies search for missing swimmer in Currituck Sound
CURRITUCK, N.C. - The Coast Guard, Coast Guard Auxiliary, and other state and local agencies are searching for a missing 26-year-old swimmer in Little Narrows near Poplar Branch in Currituck Sound.
Currituck 911 notified Coast Guard watchstanders at Sector North Carolina at 8:30 p.m. that Leah Bland was reported missing after swimming from an 18-foot boat with one other person on board.
Boat crews from Station Elizabeth City and helicopter crews from Air Station Elizabeth City searched through the night and continue to search along with boat crews from the Currituck County Sheriff's Department, Currituck Fire Department, North Carolina Department of Natural Resources and the Norfolk, Va., police dive team.
The Coast Guard and Currituck County Sheriff's Department set up an incident command post at the Poplar Branch Wildlife Ramp to coordinate the search.
"We're still searching for the missing swimmer, and we will continue searching for her," said Chief Petty Officer Stephen Mansfield, officer in charge of Station Elizabeth City and senior Coast Guardsman at the ICP.
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Definitions for score out
This page provides all possible meanings and translations of the word score out
Princeton's WordNet
erase, rub out, score out, efface, wipe off(verb)
remove by or as if by rubbing or erasing
"Please erase the formula on the blackboard--it is wrong!"
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"score out." Definitions.net. STANDS4 LLC, 2014. Web. 22 Dec. 2014. <http://www.definitions.net/definition/score out>.