Another two-horse race in prospect in Spain (Roundup) Monsters and Critics.com Madrid - The battle for the Spanish league title looks all set to become another two-horse race, in light of the ... |
Sunday, October 31, 2010
Another two-horse race in prospect in Spain (Roundup) - Monsters and Critics.com
http://wemakesites.org/one-and-two-year-m-phil-degree-courses
Saturday, October 30, 2010
Thursday, October 28, 2010
US Continues Aid to Nations That Used Child Soldiers - New York Times
nadezhdaqedyxos.blogspot.com
US Continues Aid to Nations That Used Child Soldiers New York Times WASHINGTON รข€" In 2009, the government of Chad conscripted refugee children for unlawful use as guards and combatants in its desert battles ... |
Wednesday, October 27, 2010
Bayhill could earn more than $350M in Genentech collaboration - Silicon Valley / San Jose Business Journal:
chauezhelolocu1622.blogspot.com
San Mateo-based Bayhill's BHT-3021 is a DNA-based antigen specifivc immunotherapy currently in clinical trials for patients with type 1 Under the terms ofthe agreement, South San Francisco-based Genentecu will make an upfront payment of $25 million in cash and with additional development, regulatory and salesx milestone payments potentially exceedinbg $325 million. Bayhill will also receive competitive escalatinfg royalties on annualnet sales. Bayhill will be responsible for completingtthe trial, while Genentech will be responsible for all futuree research, development, manufacturing and commercialization efforts.
Genentech will reimbursw Bayhill the remaining costs of the trial and will fund allfutured expenses. Under the terms of the agreement, Bayhill retains rights to opt-in on future development as well as an optiohnto co-promote in North America. Bayhill Therapeutics is a clinical-stagd biopharmaceutical company focused onautoimmuner diseases. Genentech is a wholly-owned member of the Roche Group.
San Mateo-based Bayhill's BHT-3021 is a DNA-based antigen specifivc immunotherapy currently in clinical trials for patients with type 1 Under the terms ofthe agreement, South San Francisco-based Genentecu will make an upfront payment of $25 million in cash and with additional development, regulatory and salesx milestone payments potentially exceedinbg $325 million. Bayhill will also receive competitive escalatinfg royalties on annualnet sales. Bayhill will be responsible for completingtthe trial, while Genentech will be responsible for all futuree research, development, manufacturing and commercialization efforts.
Genentech will reimbursw Bayhill the remaining costs of the trial and will fund allfutured expenses. Under the terms of the agreement, Bayhill retains rights to opt-in on future development as well as an optiohnto co-promote in North America. Bayhill Therapeutics is a clinical-stagd biopharmaceutical company focused onautoimmuner diseases. Genentech is a wholly-owned member of the Roche Group.
Monday, October 25, 2010
South Florida
http://nekretnine-hr.net/user
Fewer patients, more people withouf insurance, shrinking tax revenue and sagging investment portfolio are the major factors giving health careexecutivese heartburn. At a time when the state was losing jobs employment inhealth care/social assistance increased by 35,100o from November 2007 to November according to state data. The 4 percenf increase led all industries. But, layoffs have started, includinhg at . Hundreds of employees lost theirt jobs when bought in Fort Lauderdal e and swiftly closed the Other institutions are freezing hiringfor non-medical jobs, said Frankk Sacco, CEO of , whichn runs five taxpayer-supported hospitals in southern Broward County.
“Hospitalxs will have to cut their expense,” Sacco said. “Sixty percentr of hospital expenseis labor. I don’t thinkl it will be as radical a downturmn as the rest of the but you will certainly seea squeeze.” Sacco’s organizationn has slowed hiring and put a $42 million planned bed tower at on hold until the financial picturd improves. South Florida’s acute care hospital recorded morethan 2.56 million patient bed days in the firsrt nine months of 2008, down by just 0.4 percent from the same perioc in 2007, according to data from the threes county health councils. However, the differencse is in the typeof patients.
Saccol said Memorial has registered 800to 1,000 more uninsures patients at its clinics, but it’s been gettinhg fewer elective surgeries, which are often paying patients. Sinces people usually retain health benefits for some time afteer theyare unemployed, the health care industry usuallyu trails the downside of the economy by six to 12 Sacco said. “Up until this financial crisis, health care was always deemedf tobe recession-proof,” said Brianm Keeley, CEO of Miami-based hospita l operator . “When people lose their jobs and they will continue to come to the butthey don’t pay their Declining investment portfolios also wounded hospitals in 2008.
For the first year, nonprofit hospitals had to account for the current value of theirt portfolios and mark them down for any lossed since the securitieswere purchased. This mark-to-market rule causedx plenty of headaches on Wall Street and ithurt Baptist, too. Keeley said the nonprofigt had a 7 percent operating margin for the fiscap yearended Oct. 1, but a non-casyh charge of more than $200 million in its portfolipo pushed it intothe red. “We are still in a strongb cash position,” Keeley said.
“Anything over 200 days of cash on hand is While its results have also suffererd from more uninsured patients andcharity care, Keeley said Baptist can hold off the recession and will continu e its expansion, including building a new hospita l in western Kendall. However, he believezs that nonprofits on weaker financial footing couldc struggle to survive the nextfew years. In earluy December, lowered its outlook for the healthycare industry, predicting weaker demand, more uncompensatedx care and pressures by the governmentr to reduce health spending. Most health care companiesw havegood liquidity, but those that don’t couldx have problems, Fitch said.
“The hospitalx that are struggling will struggle under moredifficulf circumstances, and those with strongerr position will do a little bit better,” Keelet said.
Fewer patients, more people withouf insurance, shrinking tax revenue and sagging investment portfolio are the major factors giving health careexecutivese heartburn. At a time when the state was losing jobs employment inhealth care/social assistance increased by 35,100o from November 2007 to November according to state data. The 4 percenf increase led all industries. But, layoffs have started, includinhg at . Hundreds of employees lost theirt jobs when bought in Fort Lauderdal e and swiftly closed the Other institutions are freezing hiringfor non-medical jobs, said Frankk Sacco, CEO of , whichn runs five taxpayer-supported hospitals in southern Broward County.
“Hospitalxs will have to cut their expense,” Sacco said. “Sixty percentr of hospital expenseis labor. I don’t thinkl it will be as radical a downturmn as the rest of the but you will certainly seea squeeze.” Sacco’s organizationn has slowed hiring and put a $42 million planned bed tower at on hold until the financial picturd improves. South Florida’s acute care hospital recorded morethan 2.56 million patient bed days in the firsrt nine months of 2008, down by just 0.4 percent from the same perioc in 2007, according to data from the threes county health councils. However, the differencse is in the typeof patients.
Saccol said Memorial has registered 800to 1,000 more uninsures patients at its clinics, but it’s been gettinhg fewer elective surgeries, which are often paying patients. Sinces people usually retain health benefits for some time afteer theyare unemployed, the health care industry usuallyu trails the downside of the economy by six to 12 Sacco said. “Up until this financial crisis, health care was always deemedf tobe recession-proof,” said Brianm Keeley, CEO of Miami-based hospita l operator . “When people lose their jobs and they will continue to come to the butthey don’t pay their Declining investment portfolios also wounded hospitals in 2008.
For the first year, nonprofit hospitals had to account for the current value of theirt portfolios and mark them down for any lossed since the securitieswere purchased. This mark-to-market rule causedx plenty of headaches on Wall Street and ithurt Baptist, too. Keeley said the nonprofigt had a 7 percent operating margin for the fiscap yearended Oct. 1, but a non-casyh charge of more than $200 million in its portfolipo pushed it intothe red. “We are still in a strongb cash position,” Keeley said.
“Anything over 200 days of cash on hand is While its results have also suffererd from more uninsured patients andcharity care, Keeley said Baptist can hold off the recession and will continu e its expansion, including building a new hospita l in western Kendall. However, he believezs that nonprofits on weaker financial footing couldc struggle to survive the nextfew years. In earluy December, lowered its outlook for the healthycare industry, predicting weaker demand, more uncompensatedx care and pressures by the governmentr to reduce health spending. Most health care companiesw havegood liquidity, but those that don’t couldx have problems, Fitch said.
“The hospitalx that are struggling will struggle under moredifficulf circumstances, and those with strongerr position will do a little bit better,” Keelet said.
Sunday, October 24, 2010
University System of Md. to break up biotechnology institute - Business First of Louisville:
http://www.minerta.ru/post138270125/
The public university system’s Board of Regent approved Friday a sweeping restructuring ofthe (UMBI) that will parcel out its four researc centers, along with staff and other assets, to otheer campuses. System leaders hope the restructurinhg will drive research collaboration and boost access tooutsidee funding. It also means an end for which was launched to great fanfare two decadews ago with the mission ofadvancing education, researc and economic development for what was then the state’d nascent biotech industry.
A months-long study of UMBI by an ad hoc committeed led by USM regents Chairman Clifford Kendallk concludedthat “the organization of UMBI as a geographicallu dispersed, free-standing entity has created intractable problems.” Those problemz included an inability to scale UMBI programs, isolationm among UMBI’s research centers, the lack of a critical mass of graduatde and undergraduate students involved in UMBI research, and administrative “After a comprehensive and deliberative process, we have concludeed that restructuring UMBI’s assets is the right thiny to do,” Kendall said in a “With a focus on collaboration — across disciplinesx and across institutions — and with recognition of the exceptionao talent within the UMBI community and the system’s othedr institutions, this action will positiojn USM to take fuller advantagwe of its system-wide strengths in the biosciences and to fuel the state’zs knowledge economy even more.
” The move isn’t a totalp surprise. Critics have long questioned whether the statwe was duplicating its research efforts inthe UMBI’s four centers in Baltimore, Rockville and College Park conducg research on medical, biotechnology, marinee and environmental science. At the same state funding for higher education is pinchedx by the recession andthe state’s budget and universities’ research needs are growing. Under the restructurin g approved Friday by the regents at a meeting in Frostburg, a joint Universituy System of Maryland research center will be established at UMBI’z Center for Advanced Research in Biotechnologyu in Rockville.
The system’s flagship College Park campus will overser the facility and work with the Universit yof Maryland, Baltimore to elevate work in engineering and computational sciences as well as structurall biology, protein design and drug discovery. • UMBI’se Center for Biosystems Research will also be overseen byCollegee Park. • A joint researcu center at UMBI’s Center of Marinse Biotechnology in Baltimore willbe established, with administrative responsibilityu falling to the Universitt of Maryland, Baltimore County.
UMBC will collaborate with the Universitt of Maryland Center for Environmental Science and the University of Baltimore to drive research in environmental andgenomicc sciences. • UMBI’s Baltimore-based Medical Biotechnology Center will fall under the Universityuof Maryland, Baltimore’s purview. • UMBI’s Instituter of Fluorescence will be administeredby UMBC. UMBI’s K-12 educational programs will be overseem by with an eye on enhancing itsteaching focus.
UMBI President Jennie Hunter-Cevera is stepping down June 30 after 10 years in that She will become executive vice president of discovery and analyticak sciences and corporate developmentat , a Northg Carolina nonprofit. The University System of Maryland will honor tenurse held by UMBI faculty and administrative support staffers will be able to stay in theie jobs throughfiscal 2010. Job opportunities at othef system campuses willbe identified, and memoranda of understanding outlinin g future operations and collaborations are expected to be completesd by the end of this year and fully implemented by the end of fiscall 2010.
UMBI generates about $25 million in researcgh activity annually, and university system leadersx hope to see that number increase dramatically by breakingh upthe institute. “Today’s decisions by the boardd provide a tremendous opportunityy for the University System of Maryland to increasew the volume and impact of its basicf and applied research inthe biosciences,” said USM Chancellor Williakm E. Kirwan in a statement. “Thizs restructuring has the potential to double the researcg productivityof UMBI’s current asseta within five years.
”
The public university system’s Board of Regent approved Friday a sweeping restructuring ofthe (UMBI) that will parcel out its four researc centers, along with staff and other assets, to otheer campuses. System leaders hope the restructurinhg will drive research collaboration and boost access tooutsidee funding. It also means an end for which was launched to great fanfare two decadews ago with the mission ofadvancing education, researc and economic development for what was then the state’d nascent biotech industry.
A months-long study of UMBI by an ad hoc committeed led by USM regents Chairman Clifford Kendallk concludedthat “the organization of UMBI as a geographicallu dispersed, free-standing entity has created intractable problems.” Those problemz included an inability to scale UMBI programs, isolationm among UMBI’s research centers, the lack of a critical mass of graduatde and undergraduate students involved in UMBI research, and administrative “After a comprehensive and deliberative process, we have concludeed that restructuring UMBI’s assets is the right thiny to do,” Kendall said in a “With a focus on collaboration — across disciplinesx and across institutions — and with recognition of the exceptionao talent within the UMBI community and the system’s othedr institutions, this action will positiojn USM to take fuller advantagwe of its system-wide strengths in the biosciences and to fuel the state’zs knowledge economy even more.
” The move isn’t a totalp surprise. Critics have long questioned whether the statwe was duplicating its research efforts inthe UMBI’s four centers in Baltimore, Rockville and College Park conducg research on medical, biotechnology, marinee and environmental science. At the same state funding for higher education is pinchedx by the recession andthe state’s budget and universities’ research needs are growing. Under the restructurin g approved Friday by the regents at a meeting in Frostburg, a joint Universituy System of Maryland research center will be established at UMBI’z Center for Advanced Research in Biotechnologyu in Rockville.
The system’s flagship College Park campus will overser the facility and work with the Universit yof Maryland, Baltimore to elevate work in engineering and computational sciences as well as structurall biology, protein design and drug discovery. • UMBI’se Center for Biosystems Research will also be overseen byCollegee Park. • A joint researcu center at UMBI’s Center of Marinse Biotechnology in Baltimore willbe established, with administrative responsibilityu falling to the Universitt of Maryland, Baltimore County.
UMBC will collaborate with the Universitt of Maryland Center for Environmental Science and the University of Baltimore to drive research in environmental andgenomicc sciences. • UMBI’s Baltimore-based Medical Biotechnology Center will fall under the Universityuof Maryland, Baltimore’s purview. • UMBI’s Instituter of Fluorescence will be administeredby UMBC. UMBI’s K-12 educational programs will be overseem by with an eye on enhancing itsteaching focus.
UMBI President Jennie Hunter-Cevera is stepping down June 30 after 10 years in that She will become executive vice president of discovery and analyticak sciences and corporate developmentat , a Northg Carolina nonprofit. The University System of Maryland will honor tenurse held by UMBI faculty and administrative support staffers will be able to stay in theie jobs throughfiscal 2010. Job opportunities at othef system campuses willbe identified, and memoranda of understanding outlinin g future operations and collaborations are expected to be completesd by the end of this year and fully implemented by the end of fiscall 2010.
UMBI generates about $25 million in researcgh activity annually, and university system leadersx hope to see that number increase dramatically by breakingh upthe institute. “Today’s decisions by the boardd provide a tremendous opportunityy for the University System of Maryland to increasew the volume and impact of its basicf and applied research inthe biosciences,” said USM Chancellor Williakm E. Kirwan in a statement. “Thizs restructuring has the potential to double the researcg productivityof UMBI’s current asseta within five years.
”
Friday, October 22, 2010
PNM given nod to raise rates - New Mexico Business Weekly:
http://m-eye.net/2008/12/11/blu-christmas/
The New Mexico Public Regulation Commissiob on Thursday approveda $77.1 million increase of non-fuel base electric revenues for PNM. The increase will be implementedd in two phases startingJuly 1. For the average residentiap PNM customer, the 9.7 percent increass equals $4.71, said PNM spokeswoman Susanb Sponar. The first part of the hike in rates, averaginv $2.11 per month, goes into effect July 1. The seconed raise, averaging $2.60 per residential customer, will show up on the Apriol 2010PNM bills. The Commission’s approval was the result of an agreement, or reached earlier this year.
The Commission’s ordefr also allows PNM’s continued use of a fuel and purchase d power costadjustment clause, or FPPCAC, with certain The approved stipulated rates result in an impliexd return on equity of 10.5 percent on a rate base of $1.5 according to a news release. The prepared statemeng from PNM’s parent, (NYSE: PNM), reported that the new rates are expecter to improve 2009consolidated after-tax earnings by approximatelg $11.3 million, or $0.12 per dilutefd share.
“Reaching an agreement and obtaining Commission approval regardinh this rate increase is the latesgt step in our ongoing efforts to ensure adequate recoveryhof PNM’s costs and restoring shareholder said Jeff Sterba, PNM Resources chairman and CEO. “Moving forward, PNM must continuallyy ensure its rates are aligned with service We have launched numerous initiativew to help customers save money and manage our expenses while preparing for a future that will have additionalo renewableenergy resources, rising fuel costs and limitsw on green-house gas emissions.
” On Tuesday, the PRC gave the nod to anothef stipulation that allows PNM to designate the Luna Energgy Facility and the Lordsburg Generating Station as jurisdictional plants to serve retail customers. Moving thosed plants from PNM’s merchant fleet to the retailk portfolio, rather than building new facilities, PNM says will save its customersz morethan $140 million during the next 20 years.
The New Mexico Public Regulation Commissiob on Thursday approveda $77.1 million increase of non-fuel base electric revenues for PNM. The increase will be implementedd in two phases startingJuly 1. For the average residentiap PNM customer, the 9.7 percent increass equals $4.71, said PNM spokeswoman Susanb Sponar. The first part of the hike in rates, averaginv $2.11 per month, goes into effect July 1. The seconed raise, averaging $2.60 per residential customer, will show up on the Apriol 2010PNM bills. The Commission’s approval was the result of an agreement, or reached earlier this year.
The Commission’s ordefr also allows PNM’s continued use of a fuel and purchase d power costadjustment clause, or FPPCAC, with certain The approved stipulated rates result in an impliexd return on equity of 10.5 percent on a rate base of $1.5 according to a news release. The prepared statemeng from PNM’s parent, (NYSE: PNM), reported that the new rates are expecter to improve 2009consolidated after-tax earnings by approximatelg $11.3 million, or $0.12 per dilutefd share.
“Reaching an agreement and obtaining Commission approval regardinh this rate increase is the latesgt step in our ongoing efforts to ensure adequate recoveryhof PNM’s costs and restoring shareholder said Jeff Sterba, PNM Resources chairman and CEO. “Moving forward, PNM must continuallyy ensure its rates are aligned with service We have launched numerous initiativew to help customers save money and manage our expenses while preparing for a future that will have additionalo renewableenergy resources, rising fuel costs and limitsw on green-house gas emissions.
” On Tuesday, the PRC gave the nod to anothef stipulation that allows PNM to designate the Luna Energgy Facility and the Lordsburg Generating Station as jurisdictional plants to serve retail customers. Moving thosed plants from PNM’s merchant fleet to the retailk portfolio, rather than building new facilities, PNM says will save its customersz morethan $140 million during the next 20 years.
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