Bell Moore Group believes in the importance of creating value in all aspects of life, and more so in its chosen field of providing third-party management, leasing, and brokerage and consulting services in the property operations sector.

Taking something in its original state or condition and adding value to it requires talent and creativity, which Bell Moore has harnessed and developed for many years in its mission of helping its clients achieve the same kind of value the company has consistently provided. Since the company was established in 1991, the firm’s principals, Rianne Bell and Lynn Moore, have delivered excellent professional service to many clients, including Sentinel Pension in New York, MAB American Property REIT in Australia, Paul Mitchell Trust in Hawaii and Summit REIT in Canada. Likewise, Bell Moore Group has a long track record of helping Ambassador Mark Erwin in Charlotte and other top-quality companies.

How does Bell Moore add value then, in comparison to other companies? The process involves assessing and accepting clients as to what they and where they are in relation to what their unique circumstances are and what they aspire to achieve. Taking a hands-on approach and client-centered strategy to property operations allows the Group to attain the clients’ objective, particularly in the areas of leasing and marketing, tenant retention and operating cost control. Other service firms get easily sidelined by their in-house developed systems or other concerns irrelevant to their client’s needs; thus, causing them to lose their focus on the essential issues and wasting valuable resources in the process.

In short, Bell Moore’s aim is to keep a full-time and spot-on focus on their clients’ needs. Anything else, as mentioned, takes away value instead of adding to the clients’ property concerns. Many clients put their complete trust on Bell Moore to accomplish whatever is required to maximize benefits from the potential income derivable from the concerned properties. As such, from day one, the company sees to it that a meticulous assessment of the present value and the prospective value of any property is undertaken and determining as many alternatives as possible in reaching the said goal. Only then can values be accurately gauged and the relevant solutions can be developed to assure income growth before implementation. 

Yes, even in the initial assessment and planning stage, Bell Moore helps clients clearly measure the extent of their present holdings and their potential capability for high returns. Bell Moore is not only concerned with the technical and financial requirements of property operations but more so in creating value for their clients. And that is where Bell Moore has found its fundamental role and has also maintained its excellent service to add value to its own operations.       

Tyre&Auto Southbourne Group believes that if you make yourself familiar with the maintenance and repair of your car, you can keep its good condition. Ensuring your safety as well as your family while driving a car should also be your priority. And in order to make this right, you need to maintain the safety standards of your car and always keep it in perfect running condition.

The first rule in driving a car is oftentimes learning how to brake properly because each driver should be responsible for their own safety as well as the people around them. Knowing how to properly brake a car usually comes first before learning how to move a car forward or backward.

When it comes to meeting their automobile needs, many residents of South Coast of Hampshire only goes to one place, and it is the Tyre&Auto Southbourne Group – a family-operated company that has an excellent background in trading car parts and accessories. Their services have been proven reliable throughout the years wherein they offer good car servicing, tyres, brake checks, MOT's, and free seasonal tune-ups and check-ups to their customers.

In order to make tyre fitting faster, Tyre&Auto has online transactions that could deliver fast tyre quotation. You can also be certain of their quality car maintenance and repair wherein they can provide a local collect and delivery of your car.

Does your car need an MOT test? Tyre&Auto Southbourne Group can fulfill this need of yours, and included in this examination were checking the safety of your car and the amount of exhaust emission. And to be able to guide you in your yearly MOT certificate requirements, Tyre&Auto provides regular reminders which include the due of your test. This way, you can be certain that you will renew your road tax and your car insurance on time.

Nowadays, most of us need a car to reach our desired destinations every day. And having your own car gives you few advantages such as ease, mobility, and personal comfort; therefore, you should treat your car properly and see to it that you have it checked often.

A person or a family could gain comfort and financial returns from owning a car, however, its benefits don't stop there since a car can also provide emotional or psychological benefits. Tyre&Auto supports this belief on cars because it’s obvious that this tool of transportation serves a crucial role in today’s society. Busy streets and cars were already a part of life. With this belief, Tyre&Auto Southbourne Group continues to give dependable service to their customers and make sure to meet their automobile needs.

Home-health and medical transport companies in crosshairs

What to make of the federal government extending its moratorium on allowing new medical providers to bill Medicare and Medicaid in six states?

Does CMS still need to get a handle on pre-screening providers before allowing them to bill?

Or is fraud is so rampant in those areas that CMS must weed out existing bad actors before allowing new providers to enter?

Probably both.

Shutting down enrollment is a drastic move that can hurt honest providers. It also can limit patient access to needed care. But it’s a necessary step for the federal government to  effectively manage fraud in its programs.

The areas affected by the extension include home-healthcare and medical transport — two that are rife with fraud.

Congress gave CMS the power to shut down enrollments a few years ago, but CMS hesitated at first. Nudged by Congress, CMS started restricting enrollments in limited areas where fraud was most out of control.

The enrollments seem to be a qualified success, but it will take a few years to fully know if provider fraud has started moving downward.

In the meantime, CMS is taking a smart approach to using its power to restrict enrollments. Moratoria are targeted. The latest extensions, for example, impose home-health enrollment limits in Florida on just three of the worst counties. Plus, CMS now allows exceptions to the moratoria if providers pass heightened screening.

Taking action before crooked providers can bill is the best answer to the old “pay-and-chase” model. It should also deter many would-be cheaters, especially organized fraud rings looking to soak federal programs.

About the author: Dennis Jay is executive director of the Coalition Against Insurance Fraud.

Group of local people living in Southbourne of Bournemouth always consider the Harmony as the best local Chinese takeaway. We can’t deny its great cuisine and amicable service. It is excellent in providing tasty Chinese foods. Each dish we ordered was full of flavor, and the beef and chicken were always of good quality with good sized portions. They also have the biggest and tastiest chicken balls we ever had.

Tourists who visit our town find the food offered by Harmony Chinese Takeaway as fantastic and brilliant. They are impressed with its prompt delivery and trustworthy service. These remarks were not surprising because the food at Harmony was always prepared based on a high standard.

Our family tried different takeaways in our area but Harmony was the best takeaway, even though they specialized in Chinese cuisine, their foods were so mouthwatering. On a side note, their crispy beef strip in sweet chili sauce was very appetizing.

All their food was great and we always change our favorite dish often because we can’t decide which one is really the best. But whatever it is, we are certain that anyone will come back again after trying out its food. One time, a friend of mine made a mistake in his address when he ordered online but Harmony Chinese Takeaway made everything all right, their service was really dependable.

The first time I tried Harmony’s food, I felt glad because I’ve been searching for the ideal place to get my food from and my visit at the place fulfilled my long quest. The staff and I were always having a good chat, that’s why this place is now close to my heart.

We recommend this place to anyone in Bournemouth and its surrounding areas. People should check this place out because their food has a lot of flavors and could satisfy your taste. Harmony Chinese Takeaway has our seal of approval, see it for yourself and experience its excellent food and service.

Nowadays, enterprise IT departments are often torn between moving to cloud or not since many of which rely on traditional applications for their daily operations.

Traditional apps might be old but they often serve business-critical functions. Many people, especially those who work in IT, have encountered few of these apps such as a five-year-old Java application or a proprietary .NET app that uses SQL servers.

This article is just one of those hundred articles that describe the benefits of cloud-aware-apps. Pro Axia Consultants listed on the following paragraphs some cloud benefits that weren't mentioned enough in most of those articles.

You'll be able to adopt cloud slowly. A lot of companies put off cloud adoption because they are uncertain where to begin. Cloud should be considered by businesses as a process and not a race. Pro Axia Consultants have seen a few enterprises move into the cloud by taking their traditional, monolithic app and teasing it apart, separating pieces of the application as a method to determine which parts perform better and easier to manage in the cloud.

You'll also get more for less with cloud because it is more affordable. Trying to make an app work in the cloud involves companies developing a version of it and calls it a test then breaks it apart. Companies can spin up cloud servers and toss them out, making it low-risk and high-rewarding. All of which are only a fraction of what they are used to pay for traditional infrastructure.

Managed cloud providers can control most of the work involved in keeping the infrastructure running – the cost is nearly half of a full-time hardware specialist. With this, IT staff can solely concentrate on innovative new projects that can provide real value to the business.

It is evident that the nature of IT is being revolutionized by cloud today. Cloud adoption lets you implement new agile development practices in case your team's business is software. The competition is tough; however, this will keep your business standing firm. Experts at Pro Axia Consultants learned that the main element crucial to the survival of several businesses these days is the ability to speed up the development lifecycle and reduce time to market.

It is usually not a good idea to transform every piece of a traditional app into a fully cloud-native app all at once because there's a higher chance that you will be left behind in this new generation of cloud IT. It is important to discover first which components of your apps can live and even thrive, in the cloud.

We so enjoy hearing CEOs say their people are focused on achieving the results the CEO wants. One of our passions is to help more CEOs say this more often.

To achieve this, people need to believe the organisation’s goals are clear and attainable, even if stretching. The goals should also be quantified and have clear deadlines where possible. This can be challenging during times of rapid change.

Achieving target performance during times of rapid change

Many times we hear CEOs say they want their business to change more rapidly. Their high level direction is clear, but the organisation’s more specific goals, milestones and action plans are in flux. Even their organisation’s business model, operating models and organisation structure might be reviewed and changed. A critical challenge is to focus and motivate people to achieve the new goals, while still delivering the necessary financial results.

When people change, organisations can change

Even with impressive strategic plans, successful business transformation only happens when people change and take action. Motivating people to change and to lead transformation in their areas, can be challenging.

Hay Group’s research demonstrates that employee motivation and contribution to achievement of the organisation’s goals are influenced by many factors. Four recommendations to help focus and motivate your people include:

1. Focus on outcomes

Use outcome-oriented goals (rather than activity-oriented goals) to help ensure employees are focused on achieving the most important goals for the organisation. This should encourage employees to review and adapt activity plans, so they implement the most effective combination of activities to achieve the desired outcomes.

2. Create the expectation of transformation

Communicate to create understanding and alignment to the transformation. However this is rarely enough to focus people on achieving the new goals. Use performance management to ensure the interests of individuals and the organisation are aligned, and to drive change in behaviour and therefore culture. Used effectively, performance management creates the traction necessary – by shifting peoples understanding of success, creating an understanding that success in their role is determined by their achievement of the new, mutually agreed goals.

The performance scorecard should reflect the organisations goals, and be designed to prompt the desired culture change, as well as balance key financial, internal and external measures, and the short and long-term timeframes.

3. Keep key people motivated

There is a risk that people might become de-motivated if they think the goal-posts are continually moving and their achievements against old KPIs are not recognised. So leaders should be mindful to recognise what has been achieved, call to account what has not, while ensuring fairness.

Leaders should focus on open communication and building alignment to the transformation. It is important to communicate the various development opportunities that business transformation can provide employees, such as learning new capabilities; developing their own career journeys; and sharing in the satisfaction of transforming their organisation to be more successful in the future.

4. Review performance regularly

While the progress of the overall business transformation should be reviewed regularly, so too should individual employee performance. Regular discussions with individuals about their performance should make sure that any changes to the business goals are understood and that employee’s performance KPIs are updated collaboratively and are focused on the top priorities for the organisation at all times. These discussions should also recognise achievements, help identify development opportunities and aim to motivate the individual to succeed.

When applied well, performance management encourages people to buy into the transformation journey, embrace the new culture as a broader team, and be motivated to achieve the organisation’s goals.

A poorly ventilated room can have harmful effects on your bodily functions. Reviews reveal that once ventilation is restricted, carbon dioxide gradually increases beyond the normal number where people inside that room will begin to have difficulty in breathing, and worse, might even lose consciousness.

Controlling impurities in the air, eliminating body heat, increasing health benefits, regulating the air and removing condensation are some of the good benefits ventilation can do for you and your home. Based on reviews on different studies made by Pugh Heating & Air Conditioning, indoor air is actually more polluted than outside air. But with a good ventilation system, you can avoid mold growth, bacteria build-up and other pollutants in your home. Controlling the air flow within your area is also one of the main advantages of having a ventilation unit.

Condensation can be eliminated with the help of Pugh Heating & Air Conditioning ventilation solutions. Condensation may cause mold growth which can lead to allergic reactions and respiratory problems. On the other hand, ventilation units can also remove too much body heat inside an office or schoolroom, and cause rooms to become calmer and comfortable, leading to relaxed minds and a focused environment.

Better air quality and better personal health are possible with Pugh Heating & Air Conditioning highest quality ventilation units, which could keep your air flow fresh and clean within your home. Visit them today and save up to 10 dollars on the cost of your ventilation services.

The team at Pugh Heating and Air Conditioning can also answer your inquiries about alternative heating systems such as boilers, hot boilers, water heaters, garage heaters, radiant floor heating, heat pumps, Unico systems or geothermal heating systems. Searching for trustworthy HVAC companies is simple, just avoid fraud services online and look for companies that also offer service protection.

International Organization of Securities Commissions

The International Organization of Securities Commissions (IOSCO) is the international body that brings together the world's securities regulators and is recognized as the global standard setter for the securities sector. IOSCO develops, implements and promotes adherence to internationally recognized standards for securities regulation. It works intensively with the G20 and the Financial Stability Board (FSB) on the global regulatory reform agenda.

Address: Oquendo 12, 28006 Madrid, Spain

Telephone: + 34 (91) 417 55 49

Fax: + 34 (91) 555 93 68

Email address: info@iosco.org

Website: http://www.iosco.org

Secretary General: Paul P. Andrews

Date Founded: April 1983

Current No. of Members: 211 (July 2016)

Scope of Activities

IOSCO was established in 1983. Its membership regulates more than 95% of the world's securities markets in more than 115 jurisdictions; securities regulators in emerging markets account for 75% of its ordinary membership.

The IOSCO Objectives and Principles of Securities Regulation have been endorsed by both the G20 and the FSB as the relevant standards in this area. They are the overarching core principles that guide IOSCO in the development and implementation of internationally recognized and consistent standards of regulation, oversight and enforcement. They form the basis for the evaluation of the securities sector for the Financial Sector Assessment Programs (FSAPs) of the International Monetary Fund (IMF) and the World Bank.

By providing high quality technical assistance, education and training, and research to its members and other regulators, IOSCO seeks to build sound global capital markets and a robust global regulatory framework.

IOSCO Objectives

IOSCO members have resolved:

- to cooperate in developing, implementing and promoting adherence to internationally recognized and consistent standards of regulation, oversight and enforcement in order to protect investors, maintain fair, efficient and transparent markets, and seek to address systemic risks;

- to enhance investor protection and promote investor confidence in the integrity of securities markets, through strengthened information exchange and cooperation in enforcement against misconduct and in supervision of markets and market intermediaries; and

- to exchange information at both global and regional levels on their respective experiences in order to assist the development of markets, strengthen market infrastructure and implement appropriate regulation.

Core Standards

The Objectives and Principles of Securities Regulation (June 2010)

Categories of Members

There are three categories of members: ordinary, associate and affiliate. In general, the ordinary members (126) are the national securities commissions or similar governmental bodies with significant authority over securities or derivatives markets in their respective jurisdictions. Associate members (20) are usually supranational governmental regulators, subnational governmental regulators, intergovernmental international organizations and other international standard-setting bodies, as well as other governmental bodies with an appropriate interest in securities regulation. Affiliate members (65) are self-regulatory organizations, securities exchanges, financial market infrastructures, international bodies other than governmental organizations with an appropriate interest in securities regulation, investor protection funds and compensation funds, and other bodies with an appropriate interest in securities regulation.

Background

IOSCO was created in 1983, when 11 securities regulatory agencies from North and South America agreed to build their inter-American regional association into an international cooperative body. A year later, securities regulators from France, Indonesia, Korea and the United Kingdom become the first non-American agencies to join the new organization. In July 1986, IOSCO held its annual conference in Paris, the first outside the Americas and where members agreed to create a permanent General Secretariat.

In 1998 IOSCO adopted a comprehensive set of Objectives and Principles of Securities Regulation (IOSCO Principles), now recognized as the international regulatory benchmarks for all securities markets. In 2003 the organization endorsed a comprehensive methodology (IOSCO Principles Assessment Methodology). IOSCO employs this methodology to conduct an objective assessment of the level of implementation of the IOSCO Principles in members' jurisdictions and to help develop practical action plans to correct identified deficiencies.

In 2002, IOSCO adopted a Multilateral Memorandum of Understanding Concerning Consultation and Cooperation and the Exchange of Information (IOSCO MMoU), which was designed to facilitate cross-border enforcement and exchange of information among international securities regulators.

In 2005, IOSCO endorsed the IOSCO MMoU as the benchmark for international cooperation among securities regulators, and laid down a clear strategy and the objectives for expanding the network of IOSCO MMoU signatories by 2010. A top priority for IOSCO is for its members to achieve the effective implementation of the IOSCO Principles and the MMoU, thereby facilitating cross-border cooperation, mitigating global systemic risk, protecting investors and ensuring fair and efficient securities markets.

The International Financial Securities Regulatory Commission was established to promote investor confidence in the securities and capital markets by providing more structure and government oversight.

TOKYO -- Mitsubishi Motors Corp.’s fraudulent fuel-economy testing and the subsequent plunge in its stock price and sales could cost Mitsubishi Corp., its second-largest shareholder, about 335 billion yen ($3 billion), as the Japanese carmaker’s disclosure reverberates.

Mitsubishi Corp., which owns 10 percent of Mitsubishi Motors, is the first of the automaker’s major shareholders to measure the potential impact of improper fuel economy testing dating back 25 years. It also joined Mitsubishi Heavy Industries Ltd., the carmaker’s biggest stock owner; in saying it can’t comment at this point whether to extend aid to the carmaker.

“We cannot say anything particular about the support, as we do not know the whole picture,” President Takehiko Kakiuchi said at a briefing in Tokyo today. As a shareholder of Mitsubishi Motors, the fraud at the carmaker is “extremely regrettable,” he said.

Support from shareholders may be crucial to Mitsubishi Motors’ weathering a scandal that could result in the company having to compensate customers, Japan’s government and minicar partner Nissan Motor Co. On Monday, Mitsubishi Heavy said it wanted to wait for the results of an investigation into the fraud before deciding whether to extend aid. The heavy machinery maker hasn’t received any appeal for help from the automaker in which it owns 12.6 percent stake, President Shunichi Miyanaga told reporters in Tokyo on Monday, without elaborating.

“They are submitting a report and we don’t know how that will turn out yet,” Miyanaga said. “We also have to wait until the results of a third-party investigation.”

Mitsubishi Heavy and Mitsubishi Corp. are among the Mitsubishi Group companies that bailed out the maker of Lancer sedans and Montero SUVs more than 10 years ago after it was found to have covered up safety defects. Orders for its vehicles in Japan have plunged after the company first revealed it had overstated the fuel economy of its minicars by as much as 10 percent.

“I think it’s the right judgment at this stage,” Takeshi Miyao, an analyst with Tokyo-based market researcher Carnorama, said by phone. “Even if you want to rescue Mitsubishi Motors, it’s not good to make a decision before the facts are out. You may face criticism from the public.”

Shares of Mitsubishi Motors have tumbled about 44 percent since the announcement on April 20.

Japan’s transport ministry has given Mitsubishi Motors until May 11 to re-submit findings from its investigation of improper testing methods after saying an initial report was insufficient.

The government will also set up a task force to look into concrete measures to prevent irregularities in vehicle testing, Transport Minister Keiichi Ishii told reporters on April 26.

Mitsubishi Motors has established a third-party group to investigate the falsified fuel efficiency labeling that will take about three months, the company said last month. The committee consists of three lawyers, including a former member of the Tokyo High Prosecutors Office.

Carmakers are bracing for increased scrutiny of the way they label and advertise fuel efficiency and tailpipe pollutants after revelations in September that Volkswagen AG cheated on diesel emissions. Since then, government fraud investigators have raided French manufacturer PSA Group as part of broader checks into vehicle emissions, while Daimler AG said it initiated an internal probe into its certification process at the behest of the U.S. Department of Justice.

Mitsubishi Motors delayed its profit forecast for the current fiscal year, saying it’s assessing the future impact from testing irregularities involving an untold number of models since 1991. The automaker’s shareholders from the Mitsubishi group also include Mitsubishi UFJ Financial Group Inc., which holds a 4.2 percent stake, according to data compiled by Bloomberg.

Mitsubishi bailout

Mitsubishi Heavy, which spun off the carmaker in 1970, bought 40 billion yen of preferred shares in Mitsubishi Motors in 2004, part of a 496 billion yen bailout of the company. The automaker recalled more than 200,000 faulty vehicles and said it covered up defects.

Mitsubishi Corp. injected 140 billion yen into the automaker from June 2004 through January 2006. The company also cooperates with Mitsubishi Motors to develop sales mostly outside of Japan and across related businesses, according to its statement.

Of the estimated exposure to the carmaker, 125 billion yen was related to the value of Mitsubishi’s shareholding in the carmaker, and about 210 billion yen was from investments in related businesses as of March 31, according to Mitsubishi Corp. The company hasn’t factored in the impact of the scandal in its current fiscal-year forecasts.

“I’d say the Mitsubishi Group -- I’m not sure whether it’s going to be Mitsubishi Heavy -- would rescue Mitsubishi Motors somehow in the end,” Carnorama’s Miyao said. “They don’t want the Mitsubishi name tainted and they have the means to do it.”

Richard S. Isaacs, MD, FACS serves as the Physician-in-Chief and Chief-of-Staff for the Kaiser Permanente South Sacramento Medical Center and the Elk Grove Outpatient Medical Facilities. In these roles, he is responsible for all clinical operations throughout the inpatient and outpatient arenas. He provides leadership for the 350 physicians and more than 2000 nurses and staff who care for the 195,000 Kaiser Permanente members in the southern Sacramento area. In his current role, Rich is responsible for all clinical, quality, and health promotional activities. Previously, he served as the Northern California Kaiser Permanente Chair of the Regional Chiefs’ Group for Head and Neck Surgery and also Chief of the Department of Head and Neck Surgery for South Sacramento. Rich joined Kaiser Permanente following the completion of his surgical training in 1995.  He is Board Certified in Otolaryngology and has Advanced Certification in Head and Neck Oncologic Surgery.

Rich received his Bachelor of Science degree, with Distinction, from the University of Michigan in Ann Arbor, and his Doctor of Medicine degree, with Honors, from Wayne State University in Detroit.  He completed his Otolaryngology training in New York at the Manhattan Eye, Ear, and Throat Hospital / New York Hospital-Cornell Medical College.  Subsequently, he received his Head and Neck Oncologic and Skull Base Surgical training from Memorial Sloan-Kettering Cancer Center and The University of California, Davis.  Rich is also a 2004 graduate of the Kenan-Flagler School of Business Advanced Leadership Program, University of North Carolina, Chapel Hill.

His specialties include: orbital, nasal, and maxillofacial surgery, as well as thyroid and parathyroid surgery. Rich remains very active in clinical practice and he functions as a regional resource for the management of advanced tumors of the head and neck and he provides the otolaryngologic approach for tumors at the skull base.   Additionally, he is trained in Facial Plastic and Reconstructive surgery and he has interest in post-tumor facial reconstruction and facial reanimation surgery. Rich is a Fellow of the American Academy of Otolaryngology-Head and Neck Surgery, and also a Fellow of the American College of Surgeons.

The Head and Neck Surgery Department of Kaiser Permanente, South Sacramento, is an affiliated institution of the University of California, Davis, School of Medicine and its Otolaryngology Residency Program.  Rich is actively involved in medical education and, for the past ten years, has served as the Director of the Otolaryngology Residency Journal Club.  He has published several articles in national publications and serves as a Clinical Professor of Otolaryngology at the University of California, Davis, School of Medicine.  Rich has been a Long-Term Director of The Permanente Medical Group Board of Directors, Since April, 2005.

Honors and Awards:

1) American Academy of Otolaryngology Presidential Award for scientific work on Skull Base Surgical Approaches to Distal Carotid Artery Aneurisms, and

2) Chosen as one of the top Otolaryngologists in Northern California by Sacramento Magazine and by the American Consumer Reports survey of American Physicians.

Dr. Richard Isaacs joined Kaiser Permanente in 1995 and have Advanced Certification in Head and Neck Oncologic Surgery. His specialties include: orbital, nasal, and maxillofacial surgery, as well as thyroid and parathyroid surgery. Dr. Isaacs function as a regional resource for the management of advanced tumors of the head and neck and provide the otolaryngologic approach for tumors at the skull base. Additionally, he is trained in Facial Plastic and Reconstructive surgery and perform rhinoplasty, blepharoplasty, otoplasty, and rhytidectomy. He have an interest in post-tumor facial reconstruction and facial reanimation surgery. He is a Fellow of the American Academy of Otolaryngology-Head and Neck Surgery, and also a Fellow of the American College of Surgeons.

Source:

https://twitter.com/drrichardisaacs

7300 Wyndham Dr

Sacramento, CA 95823

CREDENTIALS:

* 24 years in practice

* Wayne State University School Of Medicine (MD, 1988)

Carman stopped exercising after leaving the military in 1991, and the pounds began piling on. But after his father died at age 54, and at the urging of his daughter, a nursing student, Carman decided in 2012 to start making a change.

He credits Kaiser’s Live Well, Be Well program for his improved fitness. Carman dropped 40 pounds since starting the program and trimmed 6 inches from his waist. And in September, he was able to stop taking the blood pressure medication he’d been on for 10 years.

Carman ran in the December marathon as part of a four-member relay team with his daughter and friends. His goal is to run half the marathon this year, and the entire course in 2015. He’s also working on losing another 20 pounds.

The constant encouragement Carman receives through Kaiser has helped him overcome his biggest obstacle: sticking with his exercise program consistently. “I’m just very grateful for everything my employer does,” Carman said.

While many employers encourage a healthy workforce, Kaiser, which employs 66,000 in its Northern California region, including 12,000 in the Sacramento area, has an additional motivation as a health-care provider.

“We want all of our staff and physicians to be role models for our community,” said Dr. Richard Isaacs, physician-in-chief of Kaiser Permanente South Sacramento Medical Center.

Kaiser’s program offers more than 250 wellness options that focus on six categories: physical activity, healthy eating, emotional health, prevention, healthy workplace and healthy community.

Issacs, a head and neck surgeon, said the program has caused a cultural transformation at the company, reducing absenteeism and making employees happier and more engaged.

“I’m watching our employees actually transform their lives,” Isaacs said. “They look different. They just exude health.”

Employees encourage colleagues to get involved, take lunch-time walks or train for competitions. There are free exercise classes, with yoga, Zumba and boot camp among the popular options.

Employees can track their health improvements online and enroll in a wellness university, where they earn credits and even graduate.

To encourage healthy eating, there are on-site farmers markets and employee gardens at Kaiser’s South Sacramento Medical Center, as well as at offices in Davis and Rancho Cordova. There, workers grow vegetables and chefs demonstrate healthy cooking techniques.

The program’s emotional health component encourages employees to pursue creative outlets. Toward that end, the South Sacramento Medical Center held its third annual art show March 28, where physicians and employees displayed paintings, photographs, sculptures, quilts, beadwork and floral arrangements.

He was the only son of James Hamilton, 1st Lord Hamilton, and his wife, Mary Stewart, Countess of Arran. Mary was a daughter of King James II of Scotland and his Queen consort Mary of Guelders, and was a sister of King James III of Scotland.

Hamilton succeeded to his father’s lordship and inherited his lands when his father died in 1479.In 1489 his first cousin King James IV made him Sheriff of Lanark, a position his father had previously had, and a Scottish Privy Counsellor.[2] By 28 April 1490 he was married to Elizabeth Home, daughter of Alexander Home, 2nd Lord Home.

Between April and August 1502, he commanded a naval fleet sent to help King Hans of Denmark, James IV’s uncle, defeat a Swedish rebellion. He negotiated James’s marriage to Margaret Tudor and was present at the wedding on 8 August 1503. On the same day Lord Hamilton was created Earl of Arran, with the formal grant three days later, “for his nearness of blood” and his services at the time of the marriage. He was appointed Lieutenant General of Scotland and in May 1504 commanded a naval expedition to suppress an uprising in the Western Isles.

In September 1507, James IV sent Hamilton as his ambassador on a diplomatic mission to the court of Louis XII of France. When returning in early 1508, he was briefly detained in the Kingdom of England by Henry VII, who was suspicious of a renewal of the Auld Alliance between Scotland and France.

When Henry VIII of England joined the War of the League of Cambrai by invading France in 1513, Scotland came under pressure to support France against England. Hamilton was given command of the Scottish naval fleet. He first sailed to Ulster and attacked Carrickfergus, the main English stronghold there. The fleet then sailed to France, arriving there in September 1513, too late to be much help as the Scottish army had been defeated at the Battle of Flodden Field in England on 9 September, with James IV being killed in battle.

During the minority of King James V he opposed Archibald Douglas, 6th Earl of Angus and the English party. He plotted against the Regent John Stewart, 2nd Duke of Albany. He was president of the council of regency during Albany’s absence in France from 1517 to 1520.

He was defeated in an attempt to overpower Angus in the streets of Edinburgh in 1520, a riot known as “Cleanse the Causeway“. He was again a member of the council of regency in 1522 and Lieutenant of the South. He joined the Queen Dowager Margaret Tudor in ousting Albany and proclaiming James V in 1524.

Hamilton was compelled by Henry VIII of England to readmit Angus to the council. He supported Angus against John Stewart, 3rd Earl of Lennox in 1526 at the Battle of Linlithgow Bridge, but on the escape of James V from the Douglases, Hamilton received Bothwell from Angus’s forfeited estates.