Saturday, February 25, 2012

Wells Fargo Insurance Services Names Patrick Conway Managing Director of Kentucky.

Wells Fargo Insurance Services USA, Inc. - part of Wells Fargo & Company - has named Patrick Conway Managing Director of its insurance operations in Kentucky. Working with local offices and bank partners, Conway will manage distribution of the company's insurance products and services. He is based in Louisville and reports to John Meehan, Regional Managing Director for Wells Fargo Insurance Services Mid-Atlantic region.

"As an industry veteran, Patrick brings over 21 years of extensive sales and management experience," said Meehan. "He will help grow Wells Fargo Insurance Services and strengthen our commitment to serving our customers in Kentucky."

Prior to joining Wells Fargo, Conway was the former head of Wachovia's Insurance office in Louisville. He was instrumental in developing an insurance program for the auto dealer industry and will continue to specialize in that segment in his new role. Conway graduated with a degree in Business Administration from Kentucky Wesleyan College. He also earned his CIC designation in 1999. About Wells Fargo Insurance Services Wells Fargo Insurance Services is the fifth largest insurance brokerage in the world and the largest bank-owned insurance brokerage in the U. S. (Business Insurance, 2009) with more than 200 offices in 37 states. Its 6,000 insurance professionals place more than $16 billion of risk premiums with experience in property, casualty, benefits, international, personal lines, and life products.

Wells Fargo & Company is a nationwide, diversified, community-based financial services company with $1.3 trillion in assets. Founded in 1852 and headquartered in San Francisco, Wells Fargo provides banking, insurance, investments, mortgage, and consumer and commercial finance through more than 9,000 stores, 12,000 ATMs, the Internet (wellsfargo.com and wachovia.com), and other distribution channels across North America and internationally. With approximately 280,000 team members, Wells Fargo serves one in three households in America. Wells Fargo & Company was ranked No. 19 on Fortune's 2009 rankings of America's largest corporations. Wells Fargo's vision is to satisfy all our customers' financial needs and help them succeed financially.

Wells Fargo Third Party Administrators and Wells Fargo Disability Management are ranked as the third largest multiline third party administrators that offer employee benefits, and property and casualty claims administration (Business Insurance.) For more information about Wells Fargo Insurance Services, visit www.wellsfargo.com/wfis.

Keywords: Finance, Financial Services, Investing, Investment, Mortgage, Real Estate, Wells Fargo & Company.

This article was prepared by Real Estate Weekly News editors from staff and other reports. Copyright 2011, Real Estate Weekly News via VerticalNews.com.

Lenco Mobile Inc. Announces the Closing of Jetcast, Inc. Acquisition.

Lenco Mobile Inc. (LNCM:PK) today closed its previously announced acquisition of Jetcast, Inc., a leading provider of monetization solutions for Internet radio and television broadcasters.

Jetcast will be operated as a wholly owned subsidiary of Lenco. The acquisition expands Lenco's advertising outlets which currently includes mobile phone advertising conducted through its Lenco International Ltd. subsidiary and traditional Internet advertising conducted though its AdMax Media Inc. subsidiary.

Reflecting on the transaction, Michael Levinsohn, chief executive officer of Lenco, stated, "We have set out to develop an advertising company that provides brand owners with global access to new media channels and compelling technology. Jetcast expands that reach from mobile phones and traditional online advertising to Internet radio and television. We have watched John Williams and his team for some time and have been impressed with their product development and their rapid reach into the marketplace."

Keywords: Advertising, Lenco Mobile Inc.

This article was prepared by Marketing Weekly News editors from staff and other reports. Copyright 2010, Marketing Weekly News via VerticalNews.com.

Breathing new life into a 'Shofar' tale: Wayland author's Jewish stories.(HOLIDAY SECTION)

The tale of Barcelona's secret shofar may have arrived in America via a rabbi's listserv, speculates Wayland author Jacqueline Dembar Greene. However it came, the legend of Don Fernando Aguilar, the conductor of the Royal Symphony of Barcelona, has spread from congregation to congregation.

As the story goes, Don Fernando lived in the time of the Spanish Inquisition--when he and other Jews had to hide their faith or face death. So determined was Don Fernando to bring the shofar to the secret Jews, that he worked it into a symphony performance on the eve of Rosh Hashanah--even as the enforcers of the Inquisition sat in attendance.

Greene has weaved the old yarn into a children's book, "The Secret Shofar of Barcelona." It is the seventh book she has had published this year; the others are about a fictional Russian Jewish immigrant featured in the American Girl series.

Raised during the '50s in Bloomfield, Conn., Greene attended a large Sephardic congregation that included many members of her mother's extended family. She's not quite sure where they all were born. Sometimes her grandmother would say she was from Greece, other times she said Turkey--it all depended on the story she was telling. The elders spoke Ladino, an amalgamation of Spanish and Hebrew, with Arabic, Turkish, French and Greek tossed in.

Her imagination enlivened by her family's laissez-faire attitude toward their history and her facility for language nurtured by their myriad dialects, Greene majored in French literature in college.

She's not quite sure what launched her writing career. It may have been her search for a children's Hanukah book that she could read aloud to her son's classroom without feeling as if she were preaching the story of the Maccabees.

Unable to find one, she wrote her own and published it herself in 1980. It is about a boy named Nathan who swallowed a tooth on Hanukah. Nathan lamented his lost tooth-fairy opportunity until his grandfather told him about the tradition of Hanukah gelt--which turned out to be far more lucrative than a visit from a fairy.

Alternatively, Greene says, she may owe her career to the children's literature professor at the University of Connecticut. Intrigued by the old Yankee folk tale of Tom Cooke, New England's own Robin Hood, Greene wrote a short story and sent it back to her alma mater in hopes of receiving some useful feedback. She got some.

[ILLUSTRATION OMITTED]

"She told me, 'I'm going to tell you something you don't want to hear. You're wasting your time. This story should be a novel, and you are just afraid to do it.' She told me I needed to stop everything and write. So I did," said Greene.

"The Leveler," in young adult novel format, went on to become a Pick of the List for Booklist, the American Library Association's review journal.

Real people don't live in Greene's stories, but they do drop by--such as the way "The Hanukah Tooth" was inspired by one of her two sons. "What His Father Did" grew out of a joke her father told her. Refused a meal by an innkeeper, a vagabond warns: "I hope I won't have to do what my father did." In response, the innkeeper scrambles to prepare a meal. When Greene first read the book to a room full of kindergartners, she arrived at the punchline--about what the man's hungry father was forced to do--and looked out at a sea of deadpan faces. She thought the joke had fallen flat. But then the room erupted into a fit of giggles the likes of which only a horde of 5-year-olds can produce: floor slapping, rolling around, full-on hysterics. That book, published in 1992, has been translated into five languages. The version on Greene's shelf is in Swahili.

The American Girl Company, owned by Mattel, showcases a line of dolls based on girls at different points in American history. Each doll is the focus of a six-book series. An editor who had fallen in love with Greene's other historical works asked her to write the books about Rebecca Rubin. After landing at Ellis Island at the start of World War I, Rebecca's family lives in a tenement on Manhattan's Lower East side.

Greene said Rebecca is already getting fan mail. "It's exciting for me to read these letters and find that young readers are engaged and thinking about the issues that Rebecca faces and about how they might respond if they were in her shoes," Greene said.

Writing the Rebecca series connected Greene with her father's heritage. He was the child of Russian-Jewish immigrants who at times had to scrape by. His childhood recollections of the Jewish holidays weren't about the ceremonies but the food: the latkes, the chicken, the family gathered around the table. Greene said his memories made their way into one of the Rebecca books.

To prepare her books, Greene immerses herself in library and Internet research. She tries to visit the locations where her stories are set. She explored the Lower East Side for the Rebecca series and visited a struggling synagogue in Barcelona for "The Secret Shofar." She didn't find anyone who knew the story of Don Fernando, nor any evidence that the Royal Symphony Orchestra ever existed. But she loved the idea of a book that would spotlight Spain's Jewish heritage, which was all but erased by the Inquisition.

Greene has published 25 books and several short stories for children and young adults, most of them rooted in Jewish history. She said she writes with the hope that people of all ages will take something away from her stories. With the "Shofar," for example, a young child may grasp just the plot; an older child may ask why the Spanish Jews had to conceal their faith; and an adult may admire the courage it took to blow the shofar.

For more on Jacqueline Dembar Greene, visit www.jdgbooks.com.

By Dawn A. Swann

Special to the Advocate

RELATED ARTICLE: From the 'Secret Shofar'.

Rafael had an idea. "Since it is Rosh Hashanah, you could add the call of the shofar to the native instruments."

Don Fernando's shoulders slumped. "So many of Barcelona's Jews have longed to hear it. But who would take such a risk?"

"I will," Rafael said. "If you are brave enough to conduct a Rosh Hashanah concert in front of the Duke and the Inquisition, then I will play the shofar." He gave his father a sly smile. "Maybe it's safest to hide the shofar in plain sight."

REPRINTED BY PERMISSION OF KAR-BEN PUBLISHING, A DIVISION OF LERNER PUBLISHING GROUP.

Tempting targets for dramatic energy cuts.(Commentary)

Can we really go "green," to achieve big-time energy saving?

For one solution hidden in plain sight, look outside, any evening, at the streetlight closest to you. Energy-wise, it's probably a Neanderthal--burning significant power dusk to dawn, based on old technology, its glow polluting the night skies.

In just the top 10 U.S. metro areas, the 4.4 million streetlights each year burn roughly 3 billion kilowatts of power, sending 2.3 million metric tons of carbon into the atmosphere.

But the kilowatts, the carbon emissions, and the dollar costs to local governments could be cut in half. That's the claim of Robert Grow, director of government relations for the Greater Washington Board of Trade.

Grow's prescription: Replace all of today's sodium vapor and other older streetlights with the latest light-emitting diodes (LEDs).The payoff for our cities and suburbs: daily energy use, dollar outlays, and carbon emissions would fall dramatically; the LED bulbs would last far longer than current models; and the light could be directional, lowering light pollution in populated areas.

In fact, based on a system now being installed in Oslo, Norway, Internet servers connected to an LED network can log and report energy consumption, collect information from traffic and weather sensors, calculate the availability of natural sunlight and moonlight, and make constant adjustments for optimal driving or walking conditions.

The LED installations are expensive, but could be paid off by energy savings in roughly five years. The yearly savings for the 10 big metros would be the equivalent of taking 213,000 cars off the roads, or consuming 132 million fewer gallons of gasoline, according to Grow, who is currently on a year's fellowship on regional strategies funded by the Ford Foundation through the American Chamber of Commerce Executives.

Are LEDs a rare exception? No way, I concluded after talking with Jim Rogers, CEO of Duke Energy, a major South-Midwest utility Heavily coal-dependent, Duke is the United States' third largest emitter of carbon dioxide, and it currently plans at least one major coal and one nuclear power plant to meet growing demand for electricity.

But Rogers' goal is to "de-carbonize" Duke's supply, not only through solar and wind power (which he expects to fall dramatically in price), but by a radical rewriting of the Charlotte, North Carolina-based firm's mission. Today, he notes, utilities run on a "commodity" model--central power stations (many 40 to 50 years old) that create electric power and ship it out to customers--"the more the meters run, the more money we make."

Instead, Rogers wants a "save-a-watt" plan under which utilities like his would pay for inventive approaches--common-sense and/or high-tech--to help customers cut back radically on their energy use.

The funds could cover home weatherization, energy-efficient appliances, and incentives to contractors to build in more carbon-saving features. He even talks of "putting a portal or dashboard in every home and sensors in every energy-using application, with software to optimize your use." The little energy hogs scattered all over our homes--from standby functions of TVs to idle computers, from chargers for cell phones to lights left on in empty rooms--would be brought to heel.

Duke, Rogers suggests, would make its money by charging customers 85 to 90 percent of the cost of the energy-saving features or devices it has installed for them. It would have power to cycle appliances like air conditioners on and off during the day to save overall system demand. And under the plan he's ask ing regulators in several states to approve, there'd be an independent auditor to assure the utility gets rewarded only for energy it actually saves.

"We'd have a new mission," says Rogers--"to make our customers' energy use the most efficient in the world." If it can come true, Rogers asserts he'd be more than happy to jettison the coal and nuclear expansion that Duke currently plans.

Would most utilities--by nature conservative, typically wedded to half-century old systems of big central power plants and what Rogers calls "dumb" analog grids--actually go "smart" by shifting to digital, decentralized networks and putting conservation first?

It's hard to tell--state deregulation will have to come first. But with a green light, Rogers hopes that as a third of his workforce retires in the near future, Duke can recruit a new generation of workers enthused by the idea of creat ing the world's most energy-efficient systems--a "calling" generation in search of a mission.

The bottom line--with utilities just as with streetlights--is that new technologies and conservation can substitute for vast quantities of fossil-fuel triggered carbon emissions--and produce dollar savings. But there's no doubt: "safe" politics, utilities wed to yesterday's technologies and stuck-in-the-mud regulation, won't get us there. The time to turn a new leaf has never been more urgent.

[c] 2008, Washington Post Writers Group. Reprinted with permission. The views expressed in this column are the author's and do not represent the official position of the GFOA.

NEAL PEIRCE is a syndicated columnist based in Washington, D.C. His weekly column, which appears in more than 50 newspapers nationwide, examines trends and innovations in state and local government. E-mail:nrp@citistates.com.

American Airlines Continues to Increase Service From South Florida.

MIAMI, Dec. 13 /PRNewswire-FirstCall/ -- American Airlines today launched additional routes and new service into several U.S. and Latin American destinations from South Florida. Beginning today, customers flying out of Miami International Airport will have greater access to cities in Colombia, as well as the option to fly nonstop to Santa Cruz, Bolivia; Phoenix, Ariz.; Sarasota/Bradenton, Fla.; and Savannah, Ga., while Fort Lauderdale customers will now be able to fly to Costa Rica and the Dominican Republic without having to make any connections.

"This expansion of service out of Miami and Fort Lauderdale demonstrates our strong commitment to sustained growth and progress in South Florida and Latin America," said Peter Dolara, American Airlines Senior Vice President based in Miami. "These additions help to boost tourism locally. We also recognize the importance of supplementing our extensive national network and facilitating connections to the rest of the Americas."

For Colombia, the service additions include new daily service between Miami and Barranquilla. Existing service into Medellin and Bogota will be increased by one daily roundtrip each, increasing service to two and three daily flights, respectively. Domestically from Miami, American Airlines will fly nonstop to Phoenix Sky Harbor International Airport, while American Eagle will offer passengers two daily roundtrips to Sarasota/Bradenton and one daily roundtrip to Savannah. Service from Fort Lauderdale will grow with the addition of one daily roundtrip flight to San Jose, Costa Rica, and Santo Domingo, Dominican Republic.

American Airlines customers enjoy many additional amenities, including the ability to check up to two pieces of luggage of 50 pounds or less each at no additional cost, complimentary non-alcoholic beverages, and food on many flights. Customers on American and American Eagle also have the opportunity to earn and redeem AAdvantage(R) miles. From South Florida, American and American Eagle offer more flights to more destinations than any other carrier.

   American is a founding member of the global oneworld(R) Alliance.    About American Airlines  

American Airlines is the world's largest airline. American, American Eagle and the AmericanConnection(R) airlines serve 250 cities in over 40 countries with more than 4,000 daily flights. The combined network fleet numbers more than 1,000 aircraft. American's award-winning Web site, AA.com, provides users with easy access to check and book fares, plus personalized news, information and travel offers. American Airlines is a founding member of the oneworld(R) Alliance, which brings together some of the best and biggest names in the airline business, enabling them to offer their customers more services and benefits than any airline can provide on its own. Together, its members serve nearly 700 destinations in over 140 countries and territories. American Airlines, Inc. and American Eagle Airlines, Inc. are subsidiaries of AMR Corporation. AmericanAirlines, American Eagle, AmericanConnection, AA.com and AAdvantage are registered trademarks of American Airlines, Inc. .

                 AmericanAirlines(R) We know why you fly(R)        Current AMR Corp. releases can be accessed on the Internet.                      The address is http://www.aa.com/  

CONTACT: Martha Pantin, Miami Corporate Communications of American Airlines, Inc., +1-305-520-3197, corp.comm@aa.com

Web site: http://www.aa.com/

Friday, February 24, 2012

The Medical Center of Central Georgia Centralizes IT Help Desk and Change/Approval Processes with UniPress Software's FootPrints.

EDISON, N.J. -- Hospital Cites FootPrints' Ease-of-Use, Low Cost of Ownership, 100 Percent Web-Based Architecture, and Email Management Functionality as Top Reasons for Selecting Award-Winning Service Desk Product

E[acute accent]UniPress(R) Software, Inc., a leading mid-market provider of 100% web-based service desk automation software, today announced that The Medical Center of Central Georgia (MCCG) has selected FootPrints(R) to centralize and resolve thousands of IT service and support requests from more than 5,100 full time and part time employees. MCCG also provides IT support for many contract employees, such as private physicians and consultants. To ensure its reputation as one of the more distinguished healthcare facilities in the country, MCCG's IT department proactively manages all technology-related incidents within FootPrints. In addition to its help desk, MCCG is using FootPrints to manage all IT-related change requests and other critical projects, such as security access and pharmacy tracking, to name a few. E[acute accent]FootPrints provides a web-based service desk system that includes centralized, multi-channel issue tracking and a broad range of built-in features, including comprehensive workflow and business rule automation, self-service online, knowledge management, two-way email management, service level management, comprehensive reporting capabilities, and more. The system offers healthcare organizations, such as MCCG, the ability to centrally track and manage all incoming service and support requests received via phone, email, the Internet, chat, and wireless PDAs. FootPrints also offers healthcare organizations its signature ease-of-use and a powerful workflow engine, along with the ability to easily customize the product and create multiple partitioned projects without requiring any programming, consulting, or training. E[acute accent]Using FootPrints as its primary tool for managing service and support requests, MCCG has implemented several business processes to proactively track and manage all change and approval procedures within the organization. MCCG's change management processes allows them to track and automate issues in a controlled, rule-based manner, automating stages of approval to ensure communication workflow and processes are met. E[acute accent]"With FootPrints, we now have a system that allows individuals in our company to handle a work request by submitting them to an approval queue," explained Isaac Ramsingh, systems analyst for the IT department at MCCG. "This way, no one can touch these requests until a manager approves it. This has been a major improvement for us. More importantly, we can retrieve an audit to view the history of each ticket to see who did what, who approved each work order, who closed the ticket, and much more." E[acute accent]MCCG began its search for a new service desk product in January 2005 and narrowed their choice to five solutions: UniPress' FootPrints, FrontRange's HEAT(R), BMC's(R) Remedy(R), and solutions from Touchpaper and Hewlett-Packard. After a thorough review of each product, MCCG selected FootPrints based on its flexibility, email management functionality, web-based technology, and affordability. E[acute accent]"Previously, for technical tracking, we had a homegrown system that was developed by one of our employees," said Mr. Ramsingh. "While the system was useful early on, there was no dynamic functionality, such as web integration and email management. As our service volumes grew, issues and requests were falling through the cracks. We needed a new service desk tool that would allow us to be more efficient, process more requests, and deliver better overall support to our employees and customers, in turn helping us provide better healthcare to our patients." E[acute accent]The IT department is also tasked with managing requests for access to most systems throughout the organization. According to Mr. Ramsingh, "Security management was previously discussed in meetings and via email, but there was no way of tracking approvals and generating reports." In conjunction with the Corporate Compliance and Security department, FootPrints is now being used to manage and control access requests to critical systems, using an automated process whereby requests for access or change of access are tracked from the point of the request on to the point of access. This greatly helps to streamline processes relating to the transitioning of new hires and the management of requests for security access changes for critical systems, among others. E[acute accent]MCCG has recognized a significant number of business benefits since implementing FootPrints. Workflow has been the most important improvement for MCCG - from beginning to end, every technology-related process, as well as many others are now automated and tracked, creating a seamless environment between IT and the outlying departments. The organization has also noticed an 800 percent increase in tickets being logged since implementing FootPrints. In the past, the IT department used to enter an average of 100 tickets per week. Now, they are fielding approximately 900 service requests per week, roughly nine times the volume experienced with their previous homegrown system. E[acute accent]To read more about how the Medical Center of Central Georgia has benefited from FootPrints, please visit: http://www.unipress.com/footprints/mccg.html

E[acute accent]About The Medical Center of Central Georgia

E[acute accent]The Medical Center of Central Georgia (MCCG), a designated Level I Trauma Center and Magnet(TM) hospital, serves the residents of Central and South Georgia, with a primary and secondary service area of 28 counties and representing a population of approximately 750,000. The Medical Center has 4,300 employees and a medical staff of 500 physicians. MCCG's licensed capacity is 603 beds, including medical-surgical, obstetric, pediatric, psychiatric, cardiac intensive care, neurology intensive care, pediatric intensive care, and cardiac surgery intensive care. MCCG is the primary teaching hospital for Mercer University School of Medicine, providing residency programs for approximately 100 residents. MCCG provides a broad range of community-based, outpatient diagnostic, primary care, and urgent-care services, as well as an extensive home health and hospice-care services. www.mccg.org

E[acute accent]About UniPress Software, Inc.

E[acute accent]Headquartered in Edison, New Jersey, UniPress Software, Inc. is a developer of web-based service desk automation software serving the mid-market, as well as large and small organizations. The company's FootPrints(R) product line, launched in 1996, provides a comprehensive range of capabilities to significantly improve help desk and customer support operations, and is used worldwide by more than 2,300 corporate organizations, government offices, and educational institutions, including Prudential Financial(R), BHP Billiton(R) Petroleum, IBM(R), Kampgrounds of America, Hunter Fan Company(R), the IRS, and the University of Pennsylvania. UniPress' FootPrints software is available in numerous versions, along with add-on tools and best-of-breed integrations. The company also offers a complete line of product and best practices training courses and professional services. For more information, contact UniPress Software at 1-800-222-0550, or via the web at http://www.unipress.com.

E[acute accent]UniPress(R) Software and FootPrints(R) are Registered Trademarks of UniPress Software, Inc. All other trademarks are registered trademarks of their respective owners.