Speech by the Chief Guest, Robert Gabor at the ANC University College Official Launch of University of Missouri and Northwood University Bachelor Degree Programs – July 11, 2007
[Economic Officer Robert Gabor, delivers his speech]
Mr. Jagath Alwis, honorable deans, CEOs, colleagues and friends,
It is an honor to be here today to launch the Northwood and University of Missouri degree programs at American National College. I am proud to represent the U.S. Embassy to applaud ANC University College and its partners for providing these valuable new management, psychology, and information-technology programs.
These programs will enhance career prospects for Sri Lankan students. They will strengthen the human resources base that is essential for the Sri Lankan economy. And they will improve the educational and economic ties between the U.S. and Sri Lanka. So they are really a great addition to the local educational landscape.
Why are such programs so important? Because knowledge means economic power.
In today’s global economy, a country’s competitiveness depends on its citizens’ capacity to use knowledge and technology to create efficiency. CEOs of Fortune 500 companies say that to compete in the global marketplace they need college graduates who know math, science, and languages, and who have strong problem-solving skills. Basic credentials like the O-level and A-level are not enough to ensure success in the workplace. Fully 90% of the fastest-growing jobs require post-secondary education or training.
So, to prosper, a country needs a great higher education system. Investment in education yields a tremendous return. Educated graduates get better jobs. Trained workers enable companies to compete successfully in regional and global markets. And creative, empowered individuals become entrepreneurs who create new jobs.
So, let’s consider for a moment how the ANC-University College augments post-secondary education in Sri Lanka.
All of us here today believe that Sri Lanka has the potential to play a leading role in the Asian 21st century. Northwood and UMR certainly believe that, and are doing their part to make it happen. Every nation, including Sri Lanka, faces the challenge of how to adapt its educational system to the evolving needs of both the local and global economy. The presence of Northwood and UMR show that Sri Lanka is starting to adapt. But it needs to keep on adapting so it doesn’t get left behind.
Most of you have heard the alarming statistic that 85% of Sri Lankan youth who qualify for university are not admitted because the university system lacks capacity to accept them. That is a tragic loss for the 100,000 A-level graduates a year who miss out on higher education. But it is also a crippling loss for Sri Lanka.
Despite this, Sri Lanka is a rapidly modernizing economy. Services account for half of Sri Lanka’s gross domestic product. That means its people are Sri Lanka’s critical asset. Not surprisingly, in a service economy, one of the most promising sectors for growth is Information Technology, along with IT-enabled Business Process Outsourcing.
Yet, Sri Lanka’s IT leaders report they are constrained by the short supply of qualified employees. Staffing the nascent IT sector will be one of Sri Lanka’s most important challenges over the coming decade. IT firms here such as h Senid and Zone 24×7 are developing globally-competitive software solutions and providing high-end back office services. But to grow and compete, they need a steady stream of graduates equipped with relevant management and IT skills.
I can think of three ways the ANC program helps ensure that the education system here produces those graduates: Through public-private partnerships, international exchanges, and private institutions.
Partnerships among the government, the university system, labor and industry can make enormous advances are the surest way to create a more relevant and flexible education system in Sri Lanka.
How? Take the case of students here who graduate with degrees from the Faculty of Arts. A large percentage of them subsequently struggle to find a job. To remedy that problem, universities should partner with businesses to establish fellowship programs, internships, and on-the-job training to turn out the trained labor that Sri Lankan companies want to hire. Programs that integrate work and training can serve the needs both of students embarking on their initial course of study and of experienced workers in mid-career.
Efforts like this have already begun to prove their value here. For example Virtusa, a dynamic American IT company with offices in Colombo, collaborates closely with the prestigious Peradeniya and Moratuwa Universities. Virtusa invites university staff to attend its in-house IT and management courses. Virtusa also sends some of its best technical experts to teach courses at the universities. Further, the company sponsors and supervises research projects that provide real world challenges for students to tackle. As a result, the grads Virtusa hires are ready to be productive right from the start.
Likewise, UMR embraces this concept. Nearly 2/3 of UMR students complete a co-op, internship or personal research project before they graduate. UMR’s emphasis on students gaining practical work experience as part of their studies is a major reason why over 95% are either enrolled in graduate school or have accepted a job within three months of graduation. UMR grads can expect to be hired by America’s top employers, with starting salaries well above the national average.
Another way ANC improves the relevance of higher education in Sri Lanka is by increasing the number of international study-exchanges for both students and professors. International business majors need to understand the complex forces of globalization, and a good way to enhance that understanding is by studying abroad. Business and IT skills are not constrained by physical borders. Just look at Northwood, which has over 825 international students from 70 countries benefiting from over 100 international articulation agreements and studying at 5 overseas sites. Northwood’s overseas programs provide its students with exposure to a wide range of international business — from marketing in France, to manufacturing in Thailand, to managing natural resources in Costa Rica.
A final way ANC strengthens higher education in Sri Lanka is by leading the way for foreign universities to come here and partner with local institutions or even operate on their own. I understand that the concept of private or semi-private education at the university level is controversial here, but I think that over time the ANC model will show that competition raises the level of all public and private sector schools.
ANC is a perfect example of how a local, private firm like Ceylinco can make an investment that creates a first-class educational degree program at no cost to the government and no threat to the public universities. That is the power of private investment in the education sector.
What makes ANC’s programs unique among educational options here is that ANC offers the only fully accredited American degrees in Sri Lanka. Those American degrees are recognized and respected around the world. ANC offers a career-focused program that ensures its students are taught and mentored by internationally-educated professors and business leaders. Along the way, ANC students gain meaningful work experience; give back to the community, and learn how to lead. ANC is investing in Sri Lanka’s future by investing in its people today.
To conclude, the United States’ diverse and extensive higher education system gives Americans the skills to compete and succeed at home and abroad. American universities are a pre-eminent factor in the competitiveness of our economy. Sri Lankan students deserve the same opportunities. With ANC and its programs, that is just what they will get, through the private sector-led model that has been so successful in the U.S. and other countries.
So, looking forward, in four years, when the new batch of ANC University College students get their degrees from Northwood and UMR, they will be among the most qualified students of their generation. I am confident that their skills and experience will demonstrate the value of the innovative approach to international business education that ANC, Northwood, and UMR are bringing to Sri Lanka.
I congratulate you and wish you every success with this great program.
[Courtesy: Embassy News, U.S. Embassy Sri Lanka, Colombo]


In the Beginning
M & W Marine Servicing was established in 1977 and was bought by the present owner, Robert (Bob) Oomen in 1985. At the time of purchase the focus of the business was on servicing and wrecking outboard engines, specifically those on "trailerable" boats, that is, boats that are small enough to be loaded onto trailers and pulled by a standard domestic vehicle. Inboards, stern drives and outboards fixed to boats too large to be trailed without special arrangments were usually not part of the custom of this business and this continues to be the case.
Servicing and Wrecking are Not Enough
Wrecking outboard motors, that is, purchasing an old or damaged motor to strip it of usable parts to sell second-hand or use in the servicing side of the business, has been a vital part of the business from the start. However, it became apparent that in order to improve turn-around times on jobs for customers, M & W Marine needed to own stocks of spare parts in the major brands. In 1994 the opportunity arose to purchase a major holding in OMC (now Bombardier) and Mercury and the new spare parts side of M & W Marine Servicing came into being. From there it was an obvious step from selling second-hand parts to supplying both new and used parts. From holding what we need for our own use, the spare parts side has grown until supply of new parts by mail order across Australia is now the bigger part of the business of M & W Marine Servicing, complemented by the wrecking and servicing.


The New Jersey Attorney General’s Office announced that the first lawsuit has been filed under N.J.S.A. 34:1A-1.12, a new law that allow the New Jersey Department of Labor and Workforce Development Commissioner to suit in Superior Court against employers who misclassify workers as independent contractors.
The complaint was filed on December 11, 2023, against shipping and logistics companies STG Logistics and STG Drayage. It seeks to stop the misclassification of more than 300 drivers as independent contractors and to recover millions of dollars in back wages, penalties and fines, according to a press release.
The power to bring the action such is the result of legislation signed by Gov. Phil Murphy that came into effect in 2021, and enhanced the state’s power to curtail misclassification of workers. The new law includes the power to bring actions in Superior Court and increase penalties for misclassification and enhance authority to issue stop-work orders, according to the news release.
The complaint alleges that the defendant shipping and logistic companies:
a) Unlawfully deducted millions of dollars from their drivers’ pay, instead of paying those monies to the drivers, in violation of New Jersey’s Wage Payment Law (“WPL”), N.J.S.A. 34:11-4.4 and N.J.S.A. 34:11-4.2;
b) failed to pay their drivers the minimum wage, in violation of New Jersey’s Wage and Hour Law (“WHL”), N.J.S.A. 34:11-56a4;
c) failed to maintain records of hours worked and wages paid to their drivers, and failed to produce those records to the Department of Labor and Workforce Development’s Division of Wage & Hour Compliance, in violation of the WHL, N.J.S.A. 34:11-56a20;
d) failed to make sick time available to their drivers in violation of New Jersey’s Earned Sick Leave Law (“ESLL”), N.J.S.A 34:11D-5;
e) failed to provide all Drivers with workers’ compensation coverage, leaving them without access to medical treatment and temporary and permanent benefits if they were injured on the job, in violation of New Jersey’s Workers’ Compensation Law (“WCL”), N.J.S.A. 34:15-71;
f) failed to make required contributions to the Unemployment Compensation Fund and State Disability Benefits Fund, in violation of New Jersey’s Unemployment Compensation Law (“UCL”), N.J.S.A. 43:21-7, leaving the Drivers at risk of being found ineligible for unemployment, disability, and family leave insurance and depriving the State funds of millions of dollars; and g) failed to make required contributions to the Workforce Development Partnership Fund and Supplemental Workforce Fund for Basic Skills, in violation of the Employment and Workforce Development Act (“EWDA”), N.J.S.A. 34:15D-1 to -34, thus depriving their employees of the ability to benefit from training and other workforce development programs; and
g) hindered the Department of Labor and Workforce Development’s investigation into this matter, in violation of the WHL, N.J.S.A. 34:11-56a22.
In a press statement released by the New Jersey Department of Labor and Workforce Development, Commissioner Asaro-Angelo stated, “Companies illegally profiting through corrosive business models at the expense of hardworking employees have been put on notice. We are proud to have the strongest worker protection laws in the country, which also safeguard employers who play by the rules. Misclassifying employees will not be profitable, nor overlooked.” The Department of Labor is claiming that by misclassifying its employees, the defendants justified paying their truck drivers less than New Jersey’s effective minimum wage and that, in some instances, deductions from the drivers’ pay totaled more than their gross pay, resulting in negative net pay being calculated for some of their pay periods.
The press release said that workers are presumed to be employees under most New Jersey labor laws unless a business can show that workers are independent contractors under the “ABC test.” To meet this standard, the business must demonstrate three elements: First, that the workers are largely free from control or direction over the performance of their work; second, that the type of work performed is outside the company’s usual course of business or outside its usual place of business; and third, that the workers have their own independent trade, job, profession or business.
Attorney General Matthew J. Platkin has described the defendants as “national, profitable corporations with deep pockets who are padding their profits with illegal labor schemes, and they seem to have no plans to stop this kind of behavior.” “When employers unlawfully and callously toss their workers into the ‘independent contractor’ category they are not only depriving them of a steady paycheck, they are also stripping them of earned sick leave, workers’ compensation, minimum wage, and more,” Platkin stated.


In this article, Vikram Vaswani discusses the ways in which SQL plays an important role in the computer market today, and what may be in store for this database language in the future. This excerpt comes from chapter 26 of MySQL: The Complete Reference, by Vikram Vaswani (McGraw-Hill/Osborne, ISBN 0-07-222477-0, 2004).
Today’s market for database management products exceeds $12 billion per year in products and services revenues, up from about $5 billion per year a decade ago. On several occasions over the last decade, lower year-over-year growth in the quarterly revenues of the major database vendors has led analysts to talk about a maturing database market. Each time, a wave of new products or new data management applications has returned the market to double-digit growth. Client/server architecture, ERP applications, data warehousing and business intelligence, three-tier web site architectures—each of these spurred a new wave of database technology and a new wave of SQL-based database deployments. If the history of the last two decades is any indication, database technology will continue to find new applications and generate increasing revenues for years to come. The trends shaping the market bode well for its continued health and point to a continuing tension between market maturity and consolidation on the one hand, and exciting new database capabilities and applications on the other.
Enterprise Database Market Maturity
Relational database technology has become accepted as a core enterprise data processing technology, and relational databases have been deployed by virtually all large corporations. Because of the importance of corporate databases and years of experience in using relational technology, many, if not most, large corporations have selected a single DBMS brand as an enterprisewide database standard. Once such a standard has been established and widely deployed within a company, there is strong resistance to switching brands. Even though an alternative DBMS product may offer advantages for a particular application or may pioneer a new, useful feature, an announcement by the standard vendor that such features are planned for a future release will often forestall the loss of a customer by the established vendor.
The trend to corporate database standards has tended to reinforce and strengthen the market positions of the established major DBMS vendors. The existence of large direct sales forces, established customer support relationships, and multiyear volume purchase agreements has become as important as, or more important than, technology advantage. With this market dynamic, the large established players tend to concentrate on growing their business within their existing installed base instead of attempting to take customers away from competitors. In the late 1990s, industry analysts saw and predicted this tendency at both Informix and Sybase. Oracle, with a much larger share of the market, was forced to aggressively compete for new accounts in its attempt to maintain its database license revenue growth. Microsoft, as the upstart in the enterprise database market, was cast in the role of challenger, attempting to leverage its position in workgroup databases into enterprise-level prototypes and pilot projects as a way to pry enterprise business away from the established players.
One important impact of the trend to corporate DBMS vendor standardization has been a consolidation in the database industry. New startup database vendors tend to pioneer new database technology and grow by selling it to early adopters. These early adopters have helped to shape the technology and identified the solution areas where it can deliver real benefits. After a few years, when the advantages of the new technology have been demonstrated, the startup vendors are acquired by large established players. These vendors can bring the new technology into their installed base, and bring their marketing and sales muscle to bear in an attempt to win business in their competitor’s accounts. The early 1990s saw this cycle play out with database vendor acquisitions of database tools vendors. In the late 1990s, the same cycle applied to mergers and acquisitions of database vendors. Informix’s purchase of Illustra (a pioneering object-relational vendor), Red Brick (a pioneering data warehousing vendor), and Cloudscape (a pioneering pure Java database vendor) are three examples of the pattern. Just a few years later, Informix itself was acquired by IBM, continuing this particular chain of consolidation.
Remember: this is chapter 26 of MySQL: The Complete Reference, by Vikram Vaswani (McGraw-Hill/Osborne, ISBN 0-07-222477-0, 2004). Vikram is the founder of Melonfire, and has had numerous articles featured on Dev Shed. Buy this book now.


| Abstract|| |
To estimate the costs and effectiveness measured in quality-adjusted life years (QALY) of kidney transplantation compared with dialysis in adults suffering from end-stage renal disease from the perspective of the Colombian healthcare system, we designed a Markov model with monthly cycles over a five-year time horizon and eight transitional states, including death as an absorbing state. Transition probabilities were obtained from international registries, costs from different local sources [case studies, official tariffs (ISS 2001 + 35%) for procedures and SISMED for medications]. Data were validated by an expert panel and we performed univariate, multivariate and probabilistic sensitivity analyses. Effectiveness indicators were months of life gained, months of dialysis averted and deaths prevented. The annual discount rate was 3% and the cost-utility threshold (willingness to pay) was three times gross domestic product (GDP) = USD 20,000 per QALY. The costs were adopted in US dollars (USD) using the 2012 average exchange rate (1 USD = COP$ 1798). The discounted average total cost for five years was USD 76,718 for transplantation and USD 76,891 for dialysis, with utilities 2.98 and 2.10 QALY, respectively. Additionally, renal transplantation represented 6.9 months gained, 35 months in dialysis averted per patient and one death averted for each of the five patients transplanted in five years. We conclude that renal transplantation improves the overall survival rates and quality of life and is a cost-saving alternative compared with dialysis.
|How to cite this article:|
Rosselli D, Rueda JD, Diaz CE. Cost-effectiveness of kidney transplantation compared with chronic dialysis in end-stage renal disease. Saudi J Kidney Dis Transpl 2015;26:733-8
|How to cite this URL:|
Rosselli D, Rueda JD, Diaz CE. Cost-effectiveness of kidney transplantation compared with chronic dialysis in end-stage renal disease. Saudi J Kidney Dis Transpl [serial online] 2015 [cited 2019 Aug 21];26:733-8. Available from: http://www.sjkdt.org/text.asp?2015/26/4/733/160175
| Introduction|| |
End-stage renal disease (ESRD) has attracted interest from health economists for three main, reasons. The first reason is its high cost , and the second reason is its rate of incidence and prevalence. The increased incidence is attributable to both an ageing population as well as better care for patients with diabetes and hypertension, , and the increased prevalence is due to the increased survival rate for patients on renal replacement therapy (dialysis and transplantation). , The third reason of interest is the variety of possible interventions for kidney disease, ranging from primary care to the reduction of progression of damage in patients at the intermediate stages of the disease  to the use of the different kidney replacement therapies in the final stages of the disease.
Additionally, ESRD has been a prolific research field in terms of quality of life  and cost-utility,  for which several scales and indicators have been developed.  In fact, hemodialysis (HD) is frequently used in health economics' studies as a threshold for determining the cost-effectiveness. From this viewpoint, an intervention is considered cost-effective if the amount paid per quality-adjusted life year (QALY) does not exceed what is gained per QALY with HD. ,
There are several international studies that have compared kidney transplantation with dialysis , and numerous multi-center clinical trials of good methodological quality ,,, that agree in showing the clinical superiority of a transplant.
This study presents a mathematical model that analyzes both clinical and economic impact of kidney transplantation compared with dialysis therapy in the Colombian healthcare context.
| Materials and Methods|| |
We built a Markov model with monthly cycles over a five-year time horizon and from a third-party payer perspective (Colombian healthcare system) including only direct medical costs. We used the Tree Age Health Pro 2009 suite (version 1.0.2, TreeAge Software Inc.) program. The model [Figure 1] compares the decision of whether to offer transplantation or to start a chronic dialysis program in a patient without contraindication to kidney transplantation and who is on a hypothetical waiting list for a transplant. Analysis was performed with time horizons of one-, two-, threeand five-years. The five-year time horizon was considered as a reasonable upper time limit for a decision maker. The annual discount rate was 3% for both costs and outcomes as recommended by the Colombian Ministry of Health.
In the model, the term "chronic rejection" referred to the different conditions such as Interstitial Fibrosis Tubular Atrophy (IFTA) or chronic graft glomerulopathy. "Second-line" therapy represented those patients who have responded to acute rejection treatment but will experience further deterioration of renal functions (and require different medication or higher doses). The outcomes were expressed in terms of net costs, deaths averted (per 1000 patients), months of life gained, months of dialysis averted and QALYs gained with each therapy. The results were reported as an incremental cost for each outcome gained (or per death prevented or month of dialysis averted) comparing transplantation with dialysis.
Mortality rates used in the model were obtained from the registry of patients with renal disease in the United States (U.S. Renal Data System),  both for transplantation and dialysis patients; in our study, mortality data were obtained from 55,000 patients on the waiting list for transplantation, which rendered it more applicable for this comparison than the overall mortality of patients on dialysis in Colombia published by Sanabria et al including patients who would not be candidates for transplantation. For the annual rate of acute rejection and graft loss censored for death, we used the records of the US Scientific Renal Transplant Registry, which had 252,910 patients transplanted between 1989 and 2009,  as well as the Collaborative Transplant Study from the Heidelberg University, a registry that was started in 1982 and included information from more than 400 transplant centers from 45 countries including Colombia.  For differences in mortality among peritoneal dialysis (PD) and HD, we used the relative risk (RR) of 0.73 (5% confidence interval, 0.68-0.78) as estimated by Fenton et al. from the Canadian registry of 11,970 patients with ESRD.  For the percentage distribution of patients between HD and PD, we used the Colombian information from 2010 (14,251 patients on HD, 69.1% and 6,373 on PD).
Utilities to estimate QALY values in each of the states were obtained from a literature review using the Tufts University database of cost-effectiveness studies.  We used the mean of all studies published in indexed journals that included utility calculation, as shown in [Table 1].
All costs were expressed in 2012 US dollars at the average exchange rate of 1,798 Colombian pesos per US dollar. To estimate costs, we used different sources [Table 2] and [Table 3].Monthly HD and PD package costs were obtained from a weighted average of current market price. This monthly package includes vascular access, medical and nursing care as well as basic medications. To estimate the costs of complications, we used four studies: Loza-Concha et al  who estimated total costs both for the surgical procedure as well as for the 5-year follow-up of a group of 58 patients who underwent renal transplantation in Peru; Blotière et al  and Benain et al,  who analyzed the databases of ESRD patients (27,348 transplanted, 2,566 on PD and 30,945 on HD) in France; and Arrieta  who estimated the direct costs of the complications of the three different therapies in Spain. Based on these studies, we estimated that the average cost of a complication is equivalent to a percentage of the monthly cost for each of the therapies: For HD, the average monthly cost for complications was 26.1% of the monthly cost of a "dialysis package"; for PD, it was 69.7%; and for a transplant, it was 13% of the immunosuppression cost.
| Statistical Analysis|| |
A univariate sensitivity analysis (Tornado diagram), a multivariate analysis and a Monte Carlo simulation were performed where all variables were changed simultaneously according to pre-defined distributions [Table 1] and [Table 2]. Distributions were assigned according to the characteristics of each variable, gamma distribution was used for grouped costs, beta distribution was used for mortality rate and utilities and uniform distribution was used for effectiveness variables using limits for the confidence interval reported as the minimum and maximum values.
| Results|| |
The average discounted total costs for transplantation and dialysis therapy were USD$76,718 and USD $76,891, respectively [Table 4]. The costs of dialysis were reduced in part due to increased mortality; the average cost was USD $91,440, considering only patients who survived having the same rate as the transplanted patients.
The net cost-utility of the transplant was dominant over the time limit of five years. The cost of one-year transplantation and dialysis was USD 33,108 and USD 21,488, with 0.76 and 0.59 QALY, respectively. Transplantation became the dominant alternative after the fourth year and was a cost-effective alternative from the second year with an incremental costeffectiveness ratio of USD 11,788 (for a cost difference of $6.2 million and a QALY gain of 0.29).
The univariate sensitivity analysis showed that there were two critical variables in the model. The first one was the monthly cost of immunosuppression; transplantation would stop being a cost-saving alternative if the average monthly cost of immunosuppression was greater than USD 556. The second critical variable was the monthly cost of dialysis; Given the current distribution between PD and HD, if the monthly cost of dialysis was reduced to USD 1,112 (from its current cost of around USD 1,300), then transplantation would reach the GDP per capita threshold and the average monthly cost of dialysis would have to be lowered to USD 956 for transplantation to reach the threshold of three times the GDP per capita. On the other hand, transplantation was always a more effective option and it produced a higher utility in QALY than dialysis within the established ranges, regardless of changes in any of the model's variables.
When performing analysis on the net costeffectiveness ratio, we found that even at USD 27,800 per procedure (compared with the current cost of around USD 18,000), a transplant would still be the best alternative in terms of cost-effectiveness and cost per QALY when compared with dialysis therapy. The transplant would continue being more cost-effective even if the cost of immunosuppression reaches up to USD 1,560 per month. To reach the same cost-effectiveness ratios, the monthly cost of PD and HD must be less than USD 950 and USD 670, respectively.
When performing the probabilistic sensitivity analysis, for a threshold of three times GDP per capita, transplantation was more costeffective than dialysis in 76% of the trials.
| Discussion|| |
This study has various limitations, such as the value assigned to the cost of the complications for each of the therapies, which have been taken from the different international sources due to the lack of the standardized national registries. As with any model, some assumptions have been made, such as the patients were middle-aged (the results would be different for the elderly or a child), the donors were deceased and the costs and the efficacies of immunosuppressive therapies were both averaged, while the heterogeneity of the renal transplant patients was ignored to some extent.
The most important result of this study was that even with a relatively short time limit, transplantation was a better option in terms of cost-effectiveness than dialysis, especially when considering the net value of cost per QALY. If the time limits were extended or indirect costs or expenses were considered, the result would surely be even more favorable. Although survival rate and patient quality of life for dialysis has improved over the last few decades, , advances in transplantation have reduced graft loss, particularly when it comes from a living donor and when transplantation is performed early.  In the short to medium term, the reduction of cost of immunosuppressive drugs is expected due to more competitive market and expiration of patents of most commonly used medications.
We conclude that health systems that value both overall survival as well as quality of life and would like to invest in interventions with an adequate margin of cost-effectiveness should support programs that encourage renal transplantation over dialysis for patients with ESRD.
| Acknowledgment|| |
This study received economic support from Pfizer Colombia and collaboration from the Colombian Association of Organ Transplants. The concepts expressed, however, are the responsibility of the authors.
Conflicts of interest: None declared.
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Asolati M, Matas AJ. Risks versus benefits of living kidney donation. Curr Opin Organ Transplant 2003;8:155-9.
Department of Clinical Epidemiology and Biostatistics, School of Medicine, Pontificia Universidad Javeriana, Carrera 7 No. 40-62, Bogota
[Table 1], [Table 2], [Table 3], [Table 4]


Town of Prescott Valley to End Contract with Eco Development Foundation
The partnership between the Town of Prescott Valley and the Prescott Valley Economic Development Foundation is coming to an end. Town officials announced they intend to end their contract with the foundation, which has been in place since 1996. The town is looking to take a more centralized approach to its economic development strategy and will provide planning and recruitment with its current economic development team. Town Manager Gilbert Davidson said, “We’ll develop an economic road map identifying the industries that we want to bring here. We’re thankful for PVEDF’s efforts over the years to recruit jobs to Prescott Valley and will build on those efforts moving forward."


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Team Vineyard Members receive a $50 discount! Learn more about becoming a Team Vineyard Member.
A Team Vineyard Member is committed to:
- Loving Jesus by acknowledging Jesus Christ as their Lord and Savior.
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- Invitation to the Team Vineyard Christmas Party
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- 20% discount on Resource Center books
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Institute | Text Size
Donations through a life insurance policy
Did you know that a charitable organization can be named the beneficiary of an insurance policy during your lifetime or upon your death? This is a simple and flexible way to make a substantial donation to a worthy cause, with a fairly modest investment.
The terms you choose for the donation through a life insurance policy will depend on your financial and philanthropic objectives, age and marital status. If you are donating to get a tax deduction, be sure to name the charity as both the beneficiary and the owner of the policy. If you name it as one or the other, you will not be able to deduct the donation proceeds from your taxes. The rule of thumb is if you donate a term life insurance policy, you can deduct the premium from your taxes, where as if you donate a whole life insurance policy, you can deduct the cost of the premiums and the cash value from your taxes.
A donation through an insurance policy generates significant tax savings for the donor. Because the donation is made in one’s lifetime, the estate receives no tax benefit.
However, if you believe that your estate is likely be taxed heavily, you may wish to defer your tax savings by designating the MHI Foundation as your policy’s beneficiary, in part or in whole, while you remain the owner. The donation will take place only upon your death, thereby generating tax savings for the estate.


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Access CORE Anywhere Mobile Banking now. Our CORE Anywhere Mobile App is available on Apple, Kindle, or Android devices and replaces our previous mobile/text banking service.
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In response to the high levels of account fraud in the world today, CORE Credit Union will begin offering free photo ID debit cards with all checking accounts!
The photo ID debit card provides all the benefits of our regular debit card, plus:
- Helps prevent others from using your card if it’s stolen
- Identifies you as the card’s authorized user to merchants
- Provides an additional form of photo ID
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6th Low Carbon Racing Conference at the NEC, Birmingham – motorsport and automotive key players congregated to debate the fundamental issues concerning the industry and to witness the launch of a potentially history-making electric car.
The recurring theme of the day was the need to engage with the new generation of smartphone equipped fans and how low-carbon racing can be a catalyst for a new era of competition providing major opportunities for the motorsport industry.
Nick Baird, CEO, UK Trade & Investment gave the first keynote speech and spoke of his pride in the output of the British motorsport industry and the technological transfer to other sectors. He emphasised that UK Trade & Investment wants to do all it can to grow businesses and that the Government is anxious to help the sector pick up yet more speed. The MIA was commended for its work on crossover initiatives such as those to the defence and automotive industries.
Two years ago, Lord Drayson, then speaking as a Government Minister, challenged the motorsport industry to produce cooler, green cars. Now – as a managing partner in Drayson Technologies – he has met his own challenge with the unveiling of the Lola Drayson B12/69EV all-electric prototype.
The vision behind the car was to demonstrate potential of sustainable technologies, provide real data on electric vehicle performance, generate business opportunities, highlight speed potential and develop know-how relevant to the new FIA Formula E World Championship.
The car was hailed as revolutionary by the Mercedes AMG F1, Audi and Porsche management, who were panellists. Lord Drayson explained some of the technological advances embraced in the design, including the use of wireless charging technology which, although currently static, he sees as some day being dynamic, enabling cars to recharge while racing out on track.
Lord Drayson was also the afternoon keynote speaker, when he talked about the strategic importance of attracting audiences and sponsorship. He spoke of the benefits of the open rules for the FIA Formula E World Championship. As a former politician, he predicted that, once the economy improves, media focus will return to the environment, which in turn will put pressure on politicians to regulate to reduce emissions and sees this as the time for the motorsport industry to “get ahead of the curve”.
The Showcase Exhibition included three prototype electric vehicles, in addition to the Lola-Drayson Le Mans prototype, the Formulec EF01 Formula 3 type car, the Quimera AEGT01 GT car and the Delta E4 Coupe, providing tangible evidence of the progress being made in the industry. Top speeds for the cars range from 150 to 200mph, showing sceptics that electric does not mean slow.
Three panel sessions with industry experts continued discussions, with audience members participating. There was general agreement that growing spectator numbers for the new type of racing is key, but how to solve the issue wasn’t so apparent.
Chris Aylett, the MIA’s CEO: “The star of the show has to be Lord Drayson’s car. To have the vision and commitment to have got so far in just a year is exceptional. Major manufacturers have to be risk averse, so it is entrepreneurial companies that can be the front runners. But the technology and cars is just one side. Our panellists have all come to the same conclusion: that we need to build up the entertainment side. The new generation of racing will be something very different to suit the new generation of motorsport enthusiasts. Our first conference was nine years ago, when diesel was seen to be a big advance. To have incredible examples of electric racing cars that are a major step ahead just shows how quickly the industry moves. It’s days like yesterday that spur on our members and other companies to make the most of the business opportunities out there.”
UK Trade & Investment CEO Nick Baird: “I am proud to be representing UK Trade & Investment at the sixth MIA International Low Carbon Racing Conference. This is a very important initiative. Low-carbon racing is a new, important and exciting development in the motorsport sector and I am thrilled that the UK is a leading global player. The global market for low-carbon goods and services, of all types, is already worth around £3 trillion and is expected to exceed £4.5 trillion by 2015. With their history of innovation, British motorsport companies are well placed to benefit from these opportunities. UK Trade & Investment is here to help UK companies and the UK motorsport industry as a whole go forward into a prosperous, low-carbon future.”
Lord Drayson, Managing Partner Drayson Technologies & President MIA “The door has been opened to a new opportunity in the electric world. I urge motorsport companies to rush in and maximise it for all its worth. Global brands are looking to the fast growing middle class markets in China and India. China already has a pollution problem and legislation. Establishing a brand in electric racing is a way of grabbing a piece of that fast growing market. I’m very proud of the Lola-Drayson and am encouraged to see the other cars on show here. I hope companies are encouraged to take the Formula E opportunity and look forward to seeing them on the grid in 2013.”


The manufacturing industry is undergoing a remarkable transformation as robotics and automation technologies revolutionize traditional production processes. This article delves into the profound impact of robotics and automation on manufacturing, exploring how these innovations are driving efficiency, productivity, and cost-effectiveness. We will also examine the challenges and opportunities presented by this shift, and the potential implications for the future of work and the global economy.
The manufacturing landscape is rapidly evolving, with advancements in robotics and automation technology driving this transformative change. From the assembly lines to supply chain management, these technologies are revolutionizing how goods are produced, leading to increased productivity, improved quality, and reduced operational costs. In this article, we will delve into the various ways that robotics and automation are reshaping the manufacturing industry, and how this transformation is influencing the world economy.
- Increased Efficiency and Productivity
One of the most significant benefits of robotics and automation in manufacturing is the substantial increase in efficiency and productivity. Robots can tirelessly and accurately perform repetitive tasks, leading to enhanced output and a reduction in errors. With the ability to operate 24/7, automation technology ensures that production continues seamlessly, even in non-working hours, minimizing downtime and maximizing output.
- Precision and Quality Improvement
Automation systems are equipped with advanced sensors and artificial intelligence, enabling them to achieve unparalleled precision and consistency in manufacturing processes. This attention to detail results in superior product quality, meeting and exceeding customer expectations. Furthermore, the reduction in defects and errors leads to a decrease in waste, contributing to a more sustainable and eco-friendly manufacturing process.
- Flexibility and Customization
Modern robotics and automation technology are highly adaptable and can be easily reprogrammed to handle various tasks and production requirements. This flexibility allows manufacturers to respond swiftly to changing market demands and tailor their products to meet individual customer preferences. As a result, mass production is giving way to personalized manufacturing, where each product is customized according to specific consumer needs.
- Enhanced Workplace Safety
Robotic automation has the potential to eliminate hazardous tasks that may pose a risk to human workers, thereby significantly improving workplace safety. Dull, dangerous, and dirty jobs can be efficiently handed over to robots, reducing the likelihood of accidents and injuries. This shift not only protects workers' well-being but also boosts employee morale and job satisfaction.
- Cost Savings and Competitiveness
While the initial investment in robotics and automation technology can be substantial, the long-term cost savings are compelling. Once implemented, automated systems operate at a lower cost per unit compared to manual labor. This cost-effectiveness enhances a manufacturer's competitiveness by allowing them to offer products at competitive prices, resulting in a potential increase in market share.
- Supply Chain Optimization
Automation technologies play a crucial role in optimizing supply chain management. From inventory tracking and order fulfillment to logistics and distribution, robotics can streamline the entire process, minimizing delays and improving overall efficiency. Real-time data analysis also facilitates predictive maintenance and reduces the risk of unexpected breakdowns, ensuring a smooth and uninterrupted supply chain flow.
- Challenges and Opportunities
While the benefits of robotics and automation in manufacturing are undeniable, there are also challenges that need to be addressed as the industry embraces this technological shift:
- Job Displacement and Reskilling
As automation replaces certain tasks previously performed by human workers, concerns about job displacement arise. The transition to automated manufacturing may lead to workforce restructuring, requiring individuals to be reskilled for new roles that involve working alongside or supervising automated systems. Governments, businesses, and educational institutions must collaborate to implement effective reskilling programs to help workers adapt to the changing job landscape.
- Initial Investment and Integration
Implementing robotics and automation technology necessitates substantial initial investment in equipment and training. Additionally, integrating these systems into existing manufacturing processes can be a complex undertaking that requires careful planning and coordination. Small and medium-sized enterprises (SMEs) may face more significant challenges in this regard due to financial constraints and limited resources.
- Cybersecurity Risks
The increased reliance on technology also brings forth cybersecurity concerns. As automation systems become interconnected and communicate through the Internet of Things (IoT), they become susceptible to cyber threats and hacking attempts. Safeguarding manufacturing facilities from potential cyber-attacks requires robust security measures and constant updates to stay ahead of evolving threats.
- Ethical and Social Implications
The widespread adoption of robotics and automation raises ethical considerations regarding the treatment of displaced workers and the potential loss of livelihood for many. Additionally, there is a need to address ethical concerns related to the use of artificial intelligence (AI) and autonomous robots, ensuring they are designed and programmed responsibly to avoid any unintended consequences.
Opportunities arising from the integration of robotics and automation technology in manufacturing include:
- Job Creation and Specialization
While automation may replace certain tasks, it also creates new job opportunities in fields like robotics maintenance, programming, and AI development. As manufacturers specialize in customized products, skilled workers will be in demand to design and oversee intricate production processes.
- Global Competitiveness
Manufacturers that embrace automation early on can gain a competitive advantage in the global market. Faster production cycles, higher quality products, and increased customization options can attract a broader customer base, leading to increased revenue and market share.
- Advancements in Research and Development
The drive towards automation necessitates continuous research and development in the fields of robotics, AI, and automation. This push for innovation will not only benefit the manufacturing industry but also contribute to advancements in other sectors, such as healthcare, transportation, and aerospace.
The manufacturing industry is at the brink of a paradigm shift, thanks to the transformative power of robotics and automation technology. As these technologies continue to advance, manufacturers can reap the rewards of increased efficiency, enhanced quality, and reduced costs. The challenges brought forth by automation must be addressed through collaborative efforts between industry stakeholders, governments, and educational institutions. By striking a balance between the ethical integration of automation and reskilling the workforce, we can ensure a prosperous and sustainable future for the manufacturing industry. Embracing this revolution with foresight and adaptability will position countries and companies at the forefront of global competitiveness in the 21st century economy.


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The shipping cost varies depending on the destination country and the total weight of the ordered products. The total shipping cost will always be clearly displayed in your shopping cart before you proceed to place your order.
Generally, our shipping costs fall within the range of 6 to 14 Euro for standard packages. For heavier packages, particularly for large and heavy shipments, the cost may be between 14 to 85 Euro.
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Victoria, British Columbia, is renowned for its stunning landscapes, commitment to eco-friendly practices, and a strong focus on sustainability. As residents of this beautiful city, we have a responsibility to reduce our carbon footprint and contribute to preserving our natural environment. One effective way to do this is by incorporating energy-efficient appliances into our homes. In this blog post, we will explore the benefits of using energy-efficient appliances tailored to Victoria, BC, and how they contribute to a more sustainable and cost-effective lifestyle.
Reduced Energy Consumption
Energy-efficient appliances are designed to minimize energy usage without sacrificing performance. By using advanced technologies, these devices consume less electricity, reducing the overall energy demand. This is particularly important for Victoria, where the local government and community are striving to lower greenhouse gas emissions and create a more sustainable future for the region.
Lower Energy Bills
For homeowners in Victoria, investing in energy-efficient appliances can result in significant monthly savings on energy bills. By consuming less power, these appliances require less energy, leading to reduced costs. In a region where the cost of living can be relatively high, these savings can make a meaningful difference in household budgets.
Energy-efficient appliances are known for their improved performance compared to their less-efficient counterparts. Innovations in technology and design have allowed for the development of appliances that not only consume less energy but also function more effectively. For instance, energy-efficient washing machines can clean clothes just as effectively as traditional models while using less water and power - an essential consideration in a region where water conservation is crucial.
Climate Leadership Incentives
Residents of Victoria can take advantage of the various incentives offered by the British Columbia government through their Climate Leadership Plan. By participating in these programs, you can save money while also investing in a greener future for Victoria and the province.
Increased Home Value
In Victoria's competitive housing market, investing in energy-efficient appliances can boost the value of your home. Prospective buyers are increasingly seeking eco-friendly homes with lower energy costs. By incorporating energy-efficient appliances into your home, you can potentially increase its market value and make it a more attractive option for potential buyers.
Reduced Greenhouse Gas Emissions
Energy production is one of the leading causes of greenhouse gas emissions, which contribute to climate change. By using energy-efficient appliances, we can significantly decrease these emissions. This is especially relevant in Victoria, where the community is actively working to reduce its carbon footprint and combat climate change.
Supporting Local Green Initiatives
By investing in energy-efficient appliances, you contribute to the overall green initiatives in Victoria. The city is known for its commitment to sustainability, and your support helps encourage the continued growth of eco-friendly practices and the development of sustainable technologies in the region.
The benefits of using energy-efficient appliances in Victoria, BC, are numerous and far-reaching. Not only do they help reduce energy consumption, lower energy bills, and provide enhanced performance, but they also contribute to a more sustainable environment, increased home value, and the potential for government incentives. By embracing the green revolution and investing in energy-efficient appliances, we can actively contribute to preserving the natural beauty of Victoria and ensure a healthier planet for future generations.


The Meliá Phuket Mai Khao will be the group’s fifth property in Thailand, continuing their dedication in providing exceptional hospitality with a Spanish touch to this thriving market, noted a release announcing the news.
With 48 properties in seven countries in Asia, both in operation and in the pipeline, Meliá Hotels International continues to put a focus on robust momentum and growth for the region, the release added.
The new Meliá Phuket Mai Khao is owned by local company Phuket Villa Group, well known for its popular Phuket Villa residential property developments across the island.
Established in 1985 by Phuket’s Upatising family, Phuket Villa Group has more than 25 years of experience in real estate investment and developments. The Group is a privately held company with more than 10 residential projects, 6,000 houses, two hotels and various condominium buildings both in Phuket and Bangkok already in its portfolio.
“It’s absolute thrilling news that we are expanding our footprint into Phuket with Meliá Hotels & Resorts brand,” said Bernardo Cabot Estarellas, Senior Vice President Asia Pacific of Meliá Hotels International.
“While tourism continues to be the driving force in the Phuket economy, we’re well poised to bring our extensive experience in the resort segment to one of the most desired destinations in Asia,” he added.
“Partnering with Phuket Villa Group, who we share similar ethos and passion with, will assure us to achieve robust and sustainable growth and deliver an unparalleled experience to meet the seasoned guests’ desires.”
Maetapong Upatising, Managing Director of the Phuket Villa Group, agreed.
“We’re excited to embark on this partnership with Meliá Hotels International, one of the world’s largest resort hotel companies, to capture the flourishing tourism market in Phuket,” she said.
“Looking ahead, together with Meliá Hotels International, we have every confidence in bringing best of hospitality to Phuket and setting the benchmark for hospitality in this beautiful island.”
The Meliá Phuket Mai Khao will boast 101 private villas, each with a private pool and well-appointed amenities.
The resort will also feature two main pools, Meliá’s signature YHI Spa, in-resort services as well as meeting and banquet facilities.


17 Feb UFG Auction – Engineering Digital Auctions
UFG and Unify Digital have enjoyed a synergistic relationship for many years. However, in 2010 UFG made plans to establish four branch offices in addition to their head office in Auckland. They also planned to review the operation of their digital electronic auction system to increase their primary revenue generating capacity. UFG asked Unify Digital to provide the solutions and trusted them to deliver.
“We had a tight timeframe, and Unify Digital were able to deliver every single one of our requirements,” explained CEO, Bruce O’Brien.
“They were even able to make adjustments on the fly when unexpected things came up.”
VMWare, Veeam, NetApp, Lenovo, Brocade
Dedicated VPN Network
A robust national VPN network was constructed to enable communications between the sites. Operations Manager, Kevin Grout, explains how valuable this network deployment has been; “The network has been so stable, which is great because at the time we thought we would have to pay huge prices for a managed WAN.” The VPN network allowed UFG to maintain their server infrastructure at their Auckland head office.
Servers and Storage
“We’ve always found recommendations from Unify Digital to be forward looking and in line with our strategy for digital innovation, said Mr O’Brien. UFG have constructed a virtual server farm to host their infrastructure, and with Unify Digital’s help it has been right sized for current needs and future requirements. In fact, the server infrastructure became crucial when Unify started work on redesigning the digital auction system.
Digital Auction System
UFG’s primary revenue source is driven from a digital auction system. Early on Monday, Wednesday and Friday mornings thousands of flowers are sold into the NZ market via the Dutch auction system. “The key to maximising the revenue generating capacity is to maximise the throughput of the auction process,” commented Unify’s lead developer, Jared Oliver, “that means more trolleys [of flowers], more buyers, and in less time.” Unify were able to use these guiding concepts to redesign, program and deploy a brand new, custom built auction system so that UFG were able to triple their auction throughput. “In partnership with Unify we have a regular cycle of innovations that we release to our buyers to stay ahead of our competitors,” said Mr. O‘Brien. “We also have the luxury of having local support for our systems through Unify Digital, instead of relying on overseas experts.”
By committing to a digital strategy that encompassed everything from IT infrastructure to innovative new solutions, and automation of processes, UFG have become a market leader in flower distribution. “Our digital and IT innovations, led by Unify Digital has been a key factor in more than doubling our revenue,” said Mr. O’Brien, “we highly recommend the Unify Digital team; they are thorough, and responsive, and we have enjoyed our strategic partnership for more than ten years now.”


MORE ABOUT RODD:
BACKGROUND & CREDENTIALS
Rodd Newhouse is a dynamic addition to Wealth Partners Alliance, bringing his extensive expertise in wealth management for private clients, particularly focusing on sports and entertainment professionals. With a proven track record in the industry, Rodd is committed to delivering comprehensive financial solutions to help clients preserve, grow, and transfer their wealth effectively.
As an Accredited Wealth Management Advisor (AWMA®) and Sports and Entertainment Accredited Wealth Management Advisor (SE-AWMA™), Rodd possesses the specialized knowledge and skills to capitalize on opportunities that align with his clients' unique financial goals. He is dedicated to providing a goals-driven experience that seamlessly integrates financial planning and investment strategies, ensuring a holistic approach to wealth management.
Rodd's background speaks volumes about his commitment to excellence. With over 20 years of experience in the sports industry and a deep understanding of investment services, he has honed his skills in building a successful Sports and Entertainment Advisory practice. Coming from a family with multiple NFL players, Rodd has an intimate understanding of the specific wealth management needs and challenges faced by professional athletes and entertainers.
Throughout his career, Rodd has worked with notable institutions in the financial industry as he expanded his Sports and Entertainment Advisory business at both 44 Management and Wells Fargo. He also served as the Pro Personnel Director for the Arizona Cardinals, gaining valuable experience in talent management and strategic decision-making. Rodd's involvement with the NFL Management Council further enhanced his expertise in the industry. Most recently Rodd is a Partner of the ownership group of the Dallas Jackals, a professional rugby expansion team of Major League Rugby. He holds a bachelor's degree from Rice University and a Executive Juris Doctor (EJD) degree from Concord Law School, and a real estate broker license (TX).
In addition to his professional achievements, Rodd actively engages in personal endeavors. He finds fulfillment in his role as a devoted family man, married with two children. Rodd remains connected to his community as a member of the Association of Rice University Black Alumni, contributing his time and expertise to support their initiatives. He is also an advocate for health and wellness and co-founded the 44Strong Foundation, a non-profit organization dedicated to raising awareness and funding research for amyloidosis (heart disease). This foundation, born out of his father's legacy as a former Dallas Cowboys fullback and Super Bowl Champion, exemplifies Rodd's commitment to making a positive impact beyond his professional endeavors.
With his wealth management acumen, dedication to client success, and passion for making a difference, Rodd Newhouse is an invaluable asset to Wealth Partners Alliance, driving exceptional outcomes for clients and contributing to the firm's continued growth and success.
Click below to read Rodd's latest blog articles.


350 Las Olas Condos for Rent in Ft Lauderdale Florida. Embrace the charms of living a smart, sleek and sophisticated lifestyle courtesy of 350 Las Olas Place in FT Lauderdale Florida. Rising amidst the ever burgeoning Lauderdale business district, owning a piece of 350 Las Olas Place real estate is certainly a wise investment decision. Contact the Fort Lauderdale real estate experts at KangaRealty for a showing of this community, call 954-651-9050.
350 Las Olas Place Rentals
With just seven units per floor, exclusivity is a top priority for the developers of the 350 Las Olas condominium complex. Additionally, the modern lifestyle of living at the center of Florida’s business and entertainment center is also an attraction.
The 350 Las Olas condos is a high rise development that suits perfectly with newly-wed couples and young professionals. Hence if you are looking for a safe and reliable real estate investment, 350 Las Olas complex is definitely worth considering.
This majestic development is strategically located in the middle urban Ft Lauderdale in order to emphasize accessibility and enhance convenience. The 350 Las Olas is near commercial establishments and prestigious universities to better serve its residents.
With majestic views of downtown Fort Lauderdale, the 350 Las Olas Place offers 1, 2 and 3 bedroom units that are not only luxurious but also sensible. If you are looking for condos for rent in 350 Las Olas or if you are in the hunt for a prized 350 Las Olas real estate, then you should not miss your chance.
The 350 Las Olas also has tremendous upside and potential with plenty of establishments currently being constructed within the area.
350 Las Olas Place Location
The rent condos in 350 Las Olas business is not the only source of income you’ll be getting, the eventual increase in the property’s value is also another great way to generate income. It is estimated that the 350 Las Olas Ft Lauderdale will increase its value at least 7-10 percent each year – and that’s a very conservative estimate.
This 30-storey condominium complex is also very attractive to tourists and other potential renters because of its wonderful amenities. The 350 Las Olas Place boasts world class amenities and exclusive services that make it stand out amongst its competitors.
Let KangaRealty’s team of expert real estate agents, schedule you some showings of condos for rent in Fort Lauderdale.


by Gary Davidson, Executive Director of the Oklahoma Association of Community Colleges
Recently some critics of higher education have manufactured some research to tell us that a college education is not worth the price anymore. Funny how those that think higher education is a bad investment for someone else’s kids always make sure that their own children attend college.
Please consider the following objective data on this subject. First, there is a direct correlation between higher levels of education and higher earnings. The U.S. Department of Commerce reports that the lifetime earnings for a person with a Bachelors degree is $1.1 million dollars more than high school graduate. That rate jumps to $1.5 million for a person with a Masters Degree and $3.7 million for a Professional degree.
Two year colleges in Oklahoma are an incredible bargain. For approximately $5,000 per year Oklahoma students can earn an Associate’s degree. This includes many high demand fields such as nursing or information technology. The cost of that degree is recouped 2 or three times over in the first year salary earned. The bargain is even better when you consider that many local, state, and federal scholarship, grant and low interest loan programs are available to significantly reduce or eliminate tuition, fees and other costs of college.
There are also important societal benefits of higher education. Higher levels of education correspond to lower levels of unemployment which means college graduates contribute more for economic investments such as highways and bridges and create less demand for public welfare and Medicaid programs.
College graduates have lower smoking rates, require less health care, and have significantly lower incarceration rates than individuals who have not graduated from college. There is a direct correlation between higher education levels and civic participation including volunteer work, voting and blood donations. For the first time in U.S. history, the current generation of college-age Americans will be less educated than their parents’ generation, and yet our workplaces require higher-level skills than ever before. The U.S. has fallen in international education rankings. In one single generation, America fell from 1st to 12th in college completion rates for young adults. Given these facts, policy discussions about higher education should focus on objective data, not demagoguery.


About Plaza Ventanas & Gas Station
One of the best investment opportunities in the Southern Zone is here. Plaza Ventanas and Ventanas Gas Station are an impressive, fully-operational commercial plaza that is generating great steady income. Located on the Southern Pacific Coastal Highway, next to the newly-opened Ventanas Gas Station – the only service station between Uvita and Palmar – Plaza Ventanas is perfectly situated to capitalize on the traffic of tourists and locals alike. Additionally, the sales price includes two commercial lots: a vacant 2,248 m2 lot adjacent to the Gas Station and another 1,936 m2 building lot next to the Plaza where a house and 3 rental apartments are being constructed.
Plaza Ventanas consists of 28 rental units with a total surface of 2,597 m2, almost all of which are currently occupied. A diverse range of businesses operate within the plaza, including Restaurante T-Rex serving local cuisine, a Pharmacy, Sakura Sushi and Grill Restaurant, a Dental Clinic, French Bakery/Café, a Real Estate Consultancy center, Admin office, Attorney/Notary office, Medical Clinic, Real Estate Office, Construction Management office, and many others.
The owners of Plaza Ventanas have created a unique experience that draws in crowds by the hundreds , with life-sized, Jurassic giants that give the plaza a theme park-like atmosphere. Lots of families come to this one of a kind opportunity to take photos with the lifelike dinosaurs, which guarantees a constant flow of people to the existing business.
The Ventanas Gas Station is the only service station in 44 km, and is located adjacent to the Plaza. This modern gas station is always busy, and includes a fully stocked convenience and liquor store, as well as an ice cream parlor and churros stand. This turn-key operation is situated on a 3447m2 commercial lot with incredible visibility.
This magnifical property is just 1km from the residential population in Ojochal, making it an ideal destination for a wide range of customers. This is trully one of the best business opportunity that will continue to see steady growth into the future


When you are considering the purchase of a brand new automobile it is important to take into consideration the type of financing options you are eligible for. So often, consumers go to the dealership and when they have settled on the new vehicle that they want, they simply take the first financing offer that is made. There is little doubt that it is not likely to be the best offer that they can secure. In order to find the best possible financing deals on new car loans, there are a few things that you need to be aware of. This guide is prepared to direct you in the ways of finding the best deals on new car loans.
Before you set foot on the dealership lot, you can apply for pre-approved financing from a number of lenders who are willing to offer competitive rates. Of course, the rates that you are offered will depend upon your credit history, cumulative credit scores, your income, and your debt to income ratio. This is known as your creditworthiness. It is always a good idea to check on your credit scores with the three most commonly used credit reporting agencies. Obtain a copy of your cumulative credit report an check it for inaccuracies. Often, credit scores are lowered because of inaccuracies that are recorded. If you find an issue, you can request to have corrections made. If there are extenuating circumstances such as divorce, death or unemployment due to disability for a period of time, there is room for an explanation on the report and this can make a difference with some lenders, providing that the remainder of the report is positive.
Pre-approval for new car loans
There is a variety of different lenders who are willing to extend credit on new car loans. One of the fastest and easiest ways to compare their rates, terms and policies is to use convenient online tools that help you to accomplish this. Just plug in your personal data and the results are returned to you within a few minutes so you can get an idea of which lender is apt to offer you the best deal with the lowest interest rates. Before accepting any offers, you should carefully read about the terms and conditions of the contract. Avoid variable interest rates which can be changed after your loan has been approved, and penalties for pre-payment. The latter is more important if you think that you may wish to pay the car off early, or if you anticipate trading it in on a newer vehicle before the total amount is paid off.
According to ThoroughlyReviewed – Car Warranty Reviews section, the most pre-approval processes can be completed online and can be accomplished quicker than standing in line at your financial institution and wading through copious amounts of paperwork, questions and required documentation. Electronic applications may be completed with the use up uploading files and documents for transmission in some cases. (more…)


Option 1 - Self Management
The owner of the meter deals with the vending of the tokens himself.
- The tenant pays any amount into the owner’s bank account or gives the owner the cash.
- Owner receives the money and makes out a token for the tenant.
- Token is created through an sms that is sent from the owner’s cell phone to the system.
- Owner receives the token on his cell phone and forwards the token to his tenant.
- Tenant receives the token and enters it on his keypad. His electricity or water is loaded with the amount that he paid.
- The vending system costs R15 per meter per month irrespective of the quantity of tokens requested. A debit order form is completed to collect the R15 from the owner.
- With every first token of the month the system will deduct R15 from the tenant. E.g.: Owner receives R200 and sends an sms for a R200 token. The tenant receives a token for R185. In this way the owner receives his R15 back and the tenant actually pays the R15.
- In short: There are no additional costs to the owner. All fees are covered by the tenant.
- The money collected by the owner is used to pay the municipality bill or top up the main prepaid meter.
Option 2 - Outsourcing
Prepaid meters deals with vending tokens on behalf of the owner
- The tenant can buy electricity or water at most Shell and BP garages as well as certain shops in their region. List for your area available from us.
- The tenant can also buy electricity or water at the bank, via internet or through his credit card.
- After the tenant deposits his money he sends an sms from his cell phone to receive his token.
- This option doesn’t cost the owner anything.
- For the use of this option 10% is deducted from the tenant’s payment. Example: If the tenant pays R100 he receives a token for R90. The R10 is collected for administration fees.
- At the end of the month all the money that was collected is paid over to the owner. The owner then pays his municipality bill or tops up the main prepaid meter.


Get Financing for Your Heating and Cooling Services
At Airescue Heating and Cooling, we understand that purchasing heating and cooling services can be expensive. We want to ensure that all of our customers have access to the services they need, which is why we offer financing services. With our financing options, you can secure the comfort of your home with a simple plan.
If you’re afraid of falling behind on your bills, then financing might be a possible option to help you. The experts at Airescue Heating and Cooling are here to help guide you through financing your HVAC repair or installment.
Start Your Financing Now
We will deliver a solution that meets your needs while saving you time, money, and stress. We offer a wide range of options, including traditional financing and payment plans. Let us help you invest in a quality system that keeps you comfortable all year.
Call Today to Start Your Financing Application
Don’t let unexpected HVAC repairs derail your budget. By financing through us, you can get the HVAC services you need and make manageable payments over time. Start your financing application today, and you can get to a comfortable home in no time. Contact us today at (916) 667-1674 or fill out the online form to learn more about our financing options.


With a collective professional experience of three decades in industries ranging from textiles and aviation to trading and investments, the company’s founders were perfectly placed to set up Texture Holdings in 2003. Their diverse background means they have seen different business cycles in the GCC and the subcontinent and have learnt how to apply an innovative approach to solving problems and building a successful company.
Since its inception, Texture Holdings quickly gained its sterling reputation as one of the main real estate firms in UAE. By 2013, it had already consolidated assets of over AED 2.5 billion in property developments and land banks. Today, the Texture family boasts over 3,000 clients and more than 50 staff members. The company continues to steadily grow, always adapting to the needs of our clients and the land we live in.


This is a medical outsourcing service, which involves recruitment of providers (hospitals); processing and payment of hospital bills; a service hereto to that would have been provided by the employer. This system loosens up administrative time for employers to focus on their core services. There are no limits to medical care except as set by the employers. Anchor HMO will administer the healthcare funds by negotiating tariff with the hospitals and also pay the hospitals accordingly. Anchor HMO charges an administrative fee for the service provided.
Plans / Benefits
- Scope of coverage – The scope of coverage is unlimited and is designed to meet the organization’s requirement and budget.
- Service Delivery – Subscribers will have access to additional services such as 24hr customer care, emergency ambulance and medical assistance services.
- Reduced Healthcare Cost – Anchor HMO reimburses the health care provider for services provided at a pre-negotiated rate.
- Quality Management – Anchor HMO will ensure high quality care delivery by accrediting and monitoring contracted health providers. A second opinion will be required for non-emergency medical procedures.
- Reduced administrative burden – We take on the responsibility for administering medical benefits and payments.
- Nationwide Emergency Coverage – Subscribers are guaranteed access to our nationwide emergency care coverage.
- Utilization Reports – We shall provide an annual analysis of the scheme’s operations and performance as well as periodic reports on payments, expenses and utilization trends.
- Funding and Payments – The administrator develops and administers a revolving medical claims fund (deposit) which allows for cash flow advantage. The TPA system eliminates the issue of premiums but embraces payments for only genuine medical services rendered.
- Flexibility – The subscribing organisation sets the financial, dependents and health care provider limits according to the company’s condition of service.


In November 2018, the cryptocurrency market witnessed a significant and abrupt downturn, commonly called the “November 2018 Crypto Crash.” This event marked a turbulent period for digital currencies, causing concern and speculation among investors and enthusiasts alike.
Several factors contributed to the downturn. One of the primary catalysts was the contentious hard fork in the Bitcoin Cash (BCH) network, a process in which the blockchain splits into two separate chains. The disagreement between two BCH camps, led by Roger Ver and Craig Wright, resulted in a contentious fork that created Bitcoin Cash ABC and Bitcoin Cash SV. This internal strife and the resulting market uncertainty triggered a lack of confidence among investors, leading to a mass sell-off.
Furthermore, regulatory pressures worldwide played a role in the market slump. Governments and financial institutions in various countries were still grappling with how to regulate and integrate cryptocurrencies into existing financial frameworks. This lack of regulatory clarity created a sense of insecurity within the crypto space, prompting many investors to pull back until a more transparent regulatory path emerged.
Market sentiment also suffered from the overall bearish trend prevailing throughout 2018. The enthusiasm and exuberance seen during the bull market of late 2017 had waned, replaced by a more cautious and skeptical approach from both retail and institutional investors. The absence of a significant positive catalyst exacerbated the prevailing negative sentiment.
As a result of these combined factors, major cryptocurrencies, including Bitcoin, Ethereum, and Ripple, experienced sharp declines in value during November 2018. Bitcoin, which had reached an all-time high of nearly $20,000 in December 2017, dropped below $4,000 during the crash. Altcoins, or alternative cryptocurrencies, also suffered substantial losses.
The November 2018 crypto crash served as a reality check for the crypto community, emphasizing the inherent volatility and uncertainty in the market. However, it also prompted discussions about the maturation of the cryptocurrency space, emphasizing the need for more precise regulations, increased security measures, and improved governance within the industry.
In the aftermath of the crash, the crypto market demonstrated resilience by gradually stabilizing, and discussions around regulatory frameworks gained momentum. This event underscored the importance of a cautious and informed approach to cryptocurrency investments, highlighting the need for a well-defined regulatory landscape to foster long-term stability and confidence in the evolving world of digital assets.


Various other shows premiering tonight consist of the period premieres of "Community," "Parks as well as Recreation" and also "The Workplace" on ABC, "The Mentalist" as well as "The Big Bang Concept" on CBS.
From an organisation standpoint, ACN develops its business around network advertising and marketing. It provides a superb payment plan. Being a straight vendor, you can market anything that the company uses and also you reach gain payment on every successful sale. To boost your chance of ending up being effective, you ought to invest your time discovering the business concept. Once you understand business strategy, the following action is to use it to yourself then train others. From a student, you now come to be a trainer as well as you will certainly be awarded for your work. As the team grows, business also expands, which indicates that every participant of the team gets to gain from their effort. This sets multilevel marketing business various from standard company.
That Is Your Target Market And Exactly How Will You Obtain Profit?
The American Communications Network (ACN Inc.) enables its independent company owner (IBOs) to market all its items and services to customers. ACN Telecommunications does have a large variety of items as well as solutions, from the fundamental necessities to modern living needs. Instances are electricity, internet connectivity, local and cross country telephone solution, residence safety, satellite tv, automation, appeal as well as wellness treatment items, among others. These items as well as services are just what everyone needs. So, marketing these products isn't difficult whatsoever.
If you don't know ways to draw in the chilly market, then don't worry due to the fact that professionals at ACN are available to educate you. This is the elegance of collaborating with ACN Products. You will never ever feel alone. You will be bordered by individuals that will aid, train, as well as encourage you to expand your service. Even if you do not have any company background, your chance of becoming effective ACN in ACN is high. Just make the effort to learn the ins and outs of try this site business. Practice what your upline educates you and also have an open mind and favorable personality. Structure your very own company can be extremely difficult at the start, but you will at some point profit as time goes by. With ACN organisation, it is all regarding hard work, commitment, and determination.
At the end of the day, the quantity of loan you make depends on your difficult job as well as dedication. Just what's good regarding ACN is that you do not have to go with the process all alone. Help is available. So, whether you are new in the NETWORK MARKETING organisation or otherwise, you have a high opportunity of becoming effective in the ACN company.


Welcome to Capital Paving Inc.
Capital Paving Inc. is honoured to be named one of Canada's 50 Best Managed Companies for the fourth year running, achieving the Gold Standard Level in 2013
Capital Paving is a rapidly growing construction company based in Southwestern Ontario. We specialize in asphalt, aggregate and concrete, and are one of the largest players in the infrastructure and road construction business.
Over the past decade, we have experienced explosive growth and have more than quadrupled the size of the jobs we undertake, positioning us to aggressively compete in our market.
We have played a significant role in many large-scale projects, including test tracks at Toyota Manufacturing's Cambridge and Woodstock operations, major improvements to both Highway 7 and 8, municipal contracts, and 400-series highway jobs.
For close to 30 years, Capital Paving has built a solid reputation as one of the region's major asphalt/aggregate contributors, evidenced by our professional achievements. Capital Paving is honored to be named one of Canada's 50 Best Managed Companies (2010, 2011, 2012, and 2013). We are the only company in the province to have won the Ontario Ministry of Transportation's prestigious Paver of the Year Award three times (2000, 2006, 2008). We are also the recipient of numerous other awards for environmental excellence, progressive rehabilitation of lands, property enhancement, and excellence in hot mix asphalt operations.
At the core of our business we strive to be competitive and fair, and conduct ourselves with the highest level of integrity. Our goal is to continue to be the best road-building/aggregate company to work for in the province, and we live by our slogan Quality Construction by Quality People. We do this by investing in the development of new partnerships, the strategic management of our team, and the acquisition of cutting edge technology.
We have been on a steady climb since 1967 when David L. Stephens first launched a new business in St. Catharines, Ontario. By 1982 Mr. Stephens' company had purchased the remaining assets of Capital Paving, and moved the St. Catharines operation to Capital's head office in Puslinch Township. In 1999 Mr. Stephens turned the company over to his son, Geoffrey Stephens, who now acts as President, and runs the day-to-day operation along with brothers-in-law Larry Wilson, P.Eng., and Jim Kelly, P.Eng.


Founded in 1934, Zuber Insurance Agency has been serving the Houston business community for three generations. J.L. Zuber first created the agency over 80 years ago. Today, his son, Joe Zuber and his grandson, Alan Zuber, operate the company. The Zuber Agency, combined, has over 100 years expertise in insurance. Both Joe and Alan are active in Independent Agents of Texas as well as local civic and charitable organizations.
Zuber Insurance Agency specializes in personalized service. Whether it's commercial, personal, employee benefits or life insurance, Zuber is a leader in the industry with their unique and distinctive plans. In 1987 Zuber Insurance expanded the life insurance area with the addition of Keith Solomon. Keith has taken over as Executive Vice President of the Life & Employee Benefits division. Keith has been with the agency for 24 years and in the insurance business as a licensed agent since 1978. In addition to a degree in Economics from Amherst he has earned the designations of Certified Life Underwriter (CLU), Chartered Financial Consultant (ChFC) and Registered Health Underwriter (RHU). Keith has designed and implemented hundreds of plans over the years, and currently manages benefits for over 80 small to mid-sized companies.
Zuber will work with you on a one-on-one basis to set up strategies tailored to your firm's specific goals. We use carefully selected providers and coordinate an insurance approach for each of our clients.
We'll begin by analyzing your present insurance and benefit arrangements, using the latest computerized techniques to ensure no deficiencies, excesses or inconsistencies.
Through this detailed process, we will determine a cost effective insurance and benefit policy for you and your company.
It shall be the mission of Zuber Insurance Agency, Inc. to operate as a regional, multi-line insurance agency. Within its operating territory, Zuber Insurance will offer the public a wide variety of personal and commercial insurance products as well as insurance related financial services including life, health, financial services and annuity products.
Keith Solomon offers Investments and Advisory Services to residents of Texas as a representative of Lincoln Financial Securities, Member SIPC. Lincoln Financial Securities and their representatives do not offer legal or tax advice. Please see your individual professional regarding your personal circumstances.


One of the major shifts we have seen in the past five years or so is that business models are under serious challenge from mobile technology, the Internet, and especially social media. This rapidly changing business model picture is happening because the way that organizations relate to their customers, their employees, and their stakeholders is changing, and social media is driving and shaping much of this. As a result, executives are on notice regarding the need for an urgent change of focus in organization capabilities and how these can help deliver greater business value.
One such capability is how to deal with unstructured data and information that is now permeating the Internet especially via social media. Not so long ago, we lived in a world that was highly structured and systematized. Data tended to be tightly organised into rows and columns and tables. Analysis was done by interrogating spreadsheets and using various formulas for interpreting performance in various areas. But advances in technology have caused massive amounts of unstructured data to be created on a scale never thought possible just a few years ago. Here are two examples to highlight the point –
(1) Growth in Twitter activity – from Twitter Q2 2014 results:
- Average Monthly Active Users (MAUs) were 271 million as of June 30, 2014, an increase of 24% year-over-year
- Timeline views reached 173 billion for the second quarter of 2014, an increase of 15% year-over-year.
(2) What happens in one minute on the Internet – from Intel September 2013:
- One hundred thousand new tweets
- Six million Facebook views
- More than two million search queries on Google.
The above provides some insight into the massive amount of data that is being generated. But the key point is that it is largely unstructured data. With social media, the main type of data is commentary, text and photos that come in many different forms and languages. It is not information collected in a structured form that is easy to summarise and analyse. Organisations are therefore challenged in how their capabilities need to be re-shaped to make some sense of all the data that is relevant to them. Consumer facing businesses like airlines, banks and retailers have a vital interest in the patterns that are emerging in comments and chats on social media. How are these potentially impacting their brand, their products and competitor moves?
Recent growth in the field of analytics has meant that sensible conclusions and decisions can now be more effectively made from these large volumes of data. This is especially true for the analysis of information emerging from unstructured data from social media. Pattern recognition is a key capability and interestingly the use of some skills outside of the traditional technology fields is starting to emerge.
The issue is not whether these capabilities need to be re-shaped but rather how quickly they will change organizations as we know them. The winners will be those organizations and industries that strongly embrace these capabilities as truly new change initiatives and deliver them accordingly to add value.
For many organizations, this will represent a major challenge. It does require the discipline to take a reality check on future directions and priorities. For instance, a transport business would need to ask about its capability in managing, say, a growing pattern of customer frustration regarding their booking systems. As part of this consideration, it would also need to assess how quickly such a capability can be developed or acquired, and the cost of the investment.
Organizations need to consider four factors:
- Think of the building of new capabilities as a major business change initiative – not just recruiting a few more analysts
- Consider new capabilities in the context of real competitive advantage – not just a systems improvement or upgrade
- Drive the change from the C-suite – new capabilities need the right level of investment and commitment from the most senior levels in the business
- Build new thinking in the business – patterns in social media provide the opportunity for a new agenda for the future
As French author and Nobel Prize winner Andre Gide once said, “One cannot discover new oceans without the courage to lose sight of the shore”.