text:
Rabbis, Staff and Board
BM Bash Finale
2019 Jewish Holiday Calendar
Upcoming Events & Programs
e-Hadashot (Newsletter)
Learning & Prayer
High Holiday Sermons
Shabbat & Minyanim
Brit Milah & Baby Naming
Adult Bar/Bat Mitzvah
Machon Hadash
Babysitting Room & Tot Shabbat
Family and Youth Activities Calendar
Jewish Summer Camps
Or Hadash in the News
Jewish Atlanta
Please Choose One 2018 Kol Nidre Pledges or Payments Due December 31, 2018 2019 Kol Nidre Pledges or Payments Due December 31, 2019 Adult Education Associate Member Jan 1 - Dec 31, 2020 B'Sefer Hayim Booklet Bar/Bat Mitzvah Contracts Building Fund COH Evening Book Club Capital Fund Chesed Fund Chumashin Dues - 2018 Associate Member Jan 1 - Dec 31, 2018 Family 30-39 Jan 1 - Dec 31, 2018 Family 40-70 Jan 1 - Dec 31, 2018 Family 70+ Jan 1 - Dec 31, 2018 Family < 30 Jan 1 - Dec 31, 2018 Full time Student less than 30 Jan 1-Dec 31, 2018 Out of Area Jan 1 - Dec 31, 2018 Single 30-39 Jan 1 - Dec 31, 2018 Single 40-70 Jan 1 - Dec 31, 2018 Single 70+ Jan 1 - Dec 31, 2018 Single less than 30 Jan 1 - Dec 31, 2018 Special Dues Jan 1 - Dec 31, 2018 Sustaing Dues-Gldn Chai Fam 70+ Jan 1-Dec 31, 2018 Sustaing Dues-Golden Chai Indiv 70+ Jan-Dec 2018 Sustaining Dues-Chai Plus Family Jan 1 - Dec 31, 2018 Sustaining Dues-Chai Plus Indiv 40-70 Jan 1-Dec 31, 2018 Sustaining Dues-Dbl Chai Jan 1 - Dec 31, 2018 Dues - 2019 Associate Member Jan 1 - Dec 31, 2019 Family 30-39 Jan 1 - Dec 31, 2019 Family 40-70 Jan 1 - Dec 31, 2019 Family 70+ Jan 1 - Dec 31, 2019 Family < 30 Jan 1 - Dec 31, 2019 Out of Area Jan 1 - Dec 31, 2019 Single 30-39 Jan 1 - Dec 31, 2019 Single 40-70 Jan 1 - Dec 31, 2019 Single 70+ Jan 1 - Dec 31, 2019 Single less than 30 Jan 1 - Dec 31, 2019 Special Dues Jan 1 - Dec 31, 2019 Sustaining Dues-Chai Plus Family Jan 1 - Dec 31, 2019 Sustaining Dues-Dbl Chai Jan 1 - Dec 31, 2019 Sustaining Dues-Trpl Chai Jan 1 - Dec 31, 2019 Education & Youth Program Fund Facility Rental Family 30-39 Jan 1 - Dec 31, 2020 Family 40-70 Jan 1 - Dec 31, 2020 Family 70+ Jan 1 - Dec 31, 2020 Family < 30 Jan 1 - Dec 31, 2020 General Fund Kiddush Fund Kol Nidre Pledges 2017 Leadership Institute-Oreinu Lulav & Etrog Set Machon Hadash 7th Grade Machon Hadash Grade 7 (Day School Students) Machon Hadash Grades 3-6 Machon Hadash Grades 3-6 (Day School Students) Machon Hadash K-2 Machon Hadash K-2 (Day School Students) Machon Hadash Pre-K Machon Hadash Pre-K (Day School) Machon Hadash Teacher Appreciation Membership Fund Memorial Wall Men's Club Men's Club Steak & Scotch in the Sukkah Minyan Fund Or Nashim Out of Area Jan 1 - Dec 31, 2020 Overnight Camp Scholarships Prayer Books & Library Fund Rabbis' Discretionary Fund Rental Security Security Fee Jan 1 - Dec 31, 2019 Security Fund Shabbat Dinner Single 30-39 Jan 1 - Dec 31, 2020 Single 30-39 Jan 1 - Dec 31, 2020 Single 40-70 Jan 1 - Dec 31, 2020 Single 70+ Jan 1 - Dec 31, 2020 Single less than 30 Jan 1 - Dec 31, 2020 Special Dues Jan 1 - Dec 31, 2020 Special Family 35-39 Jan 1, 2020-Dec 31, 2020 Special Single 35-39 Jan 1, 2020-Dec 31, 2020 Sustaing Dues-Gldn Chai Fam 70+ Jan 1-Dec 31, 2020 Sustaing Dues-Golden Chai Indiv 70+ Jan-Dec 2020 Sustaining Dues-Chai Plus Family Jan 1 - Dec 31, 2020 Sustaining Dues-Dbl Chai Jan 1 - Dec 31, 2020 Sustaining Dues-Trpl Chai Jan 1 - Dec 31, 2020 Tikkun Olam Fund Youth Programming _HH Tickets-COH Member Guest _HH Tickets-Non member Ages 12+ (RH1 3pm, RH2 Full access, YK 2pm) _HH Tkts-Adults over 29 (Full access) Includes Adult children of COH members _HH Tkts-COH Young Adults <30 (Full access) Adult children of COH members ages 22-29
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Don't dedicate Complete and Speedy Recovery of In Appreciation of In Honor of In Memory of On Behalf of
7460 Trowbridge Road
Two-Minute Torah Amazon


text:
The San Francisco NASL team is in the Tyson Zone
The decisions that the San Francisco NASL group are making are the most convoluted and confounding series of choices in American soccer since the idea of Chivas USA.
By JCEscobar Jan 31, 2016, 4:57pm PST
Share All sharing options for: The San Francisco NASL team is in the Tyson Zone
Bob Stanton-USA TODAY Sports
By Evan Ream
I want to preface this column by saying that I genuinely hope that the upcoming San Francisco NASL team is successful.
I support the game of soccer, no matter what level it's played, and do really want success stories to emerge, especially in this country.
That being said, the decisions that the San Francisco NASL group are making are the most convoluted and confounding series of choices in American soccer since the idea of Chivas USA.
According to Urban Dictionary, the Tyson Zone is "the point at which a celebrity's behavior becomes so insane, that there is literally nothing they could do that would any longer shock or surprise you, or indeed any human being.
"So named after boxer Mike Tyson, who at one time was the heavyweight boxing champion of the world, since which time he has 1) married a semi-famous tv star at the time, 2) alleged to have abused said wife, 3) divorced, 4) chewed off the ear of another boxer during a match, 5) received a facial tattoo 6) owns and tends to his pigeon coop, located on the rooftop of a New York apartment building."
Assuming that we can get by the fact that the SF NASL team is not a celebrity, but a sports entity, I think we're right there.
To recap how the SF NASL group officially entered the Tyson Zone, here is the timeline of events involved:
About two months ago, in three tweets, I first reported that the NASL would be expanding to the San Francisco area, and that former Ft. Lauderdale Strikers minority partner Ricardo Stanford-Geromel was leading the charge.
BREAKING: I'm hearing that the NASL has accepted Ricardo Stanford-Geromel's San Francisco-based expansion bid into the league (1/3)
— Evan Ream (@EvanReam) December 4, 2015
Sources are telling me that the SF NASL team will be announced after the Super Bowl and aims to begin play in 2017 (2/3)
Before we get to the third tweet, let's discuss a few things.
The fact that the NASL would expand to San Francisco isn't surprising. The league has long needed to expand to the West Coast in order to increase its geographic standpoint, where the closest team to California was as of the end of the 2015 NASL season, Edmonton.
San Francisco makes sense as a city because it's a large market, has a lot of potential corporate sponsors, and is perhaps the most iconic city in the world.
According to my sources, Stanford-Geromel's group was actually one of two Bay Area-based entities, along with San Francisco City FC, that was talking to the NASL about expanding to the area, but the significant financial advantages of the Stanford-Geromel group made it an easy favorite.
So the NASL gave them a team, again, according to my sources who only shared the information anonymously due to their intimate relationship with key players in the deal.
This brings me to my third tweet, as seen below.
Sources also telling me that Stanford-Geromel's group, which includes local ownership, believe they can get a downtown stadium in SF (3/3)
From everything I've heard, Stanford-Geromel, an entrepreneur from Brazil, is an incredibly kind person who has been making the rounds in the San Francisco area, trying to set up connections for the club.
That being said, the idea of a club garnering a downtown stadium in a city with some of the highest property prices on the planet, is absurd.
The San Francisco 49ers, one of the flagship franchises of one of the most wealthy sports leagues in the world, were driven 45 miles south to Santa Clara to get a stadium deal done.
For years, the team rotted away in Candlestick Park, which also wasn't in the city limits.
Both the San Francisco Giants and Golden State Warriors managed to find stadiums within the city limits, but only after years of hassles, complex issues, and major politics.
Neither of those clubs are second division soccer teams.
Sources have told me that in the mean time, the club will look at temporary stadium locations, including likely Kezar Stadium.
Kezar is in a great location, easily accessible via public transportation, and in an area surrounded by a few local watering holes.
The catches are numerous, however. First, the stadium is mostly open for public use, meaning as long as no one had rented out the stadium for the day, we could go play on the field right now.
This, in addition to the plethora of high school football games hosted, means that not only is the natural grass surface in pitiful condition, but also has the odd distinction of being a grass surface with football lines on it at times.
Furthermore, as the stadium borders Golden Gate Park, parking is limited, just as it is in the rest of the city. That being said, despite the track around the field, the venue does have an ability to foster a quality atmosphere, as it did for Sacramento Republic FC's U.S. Open Cup game against the San Jose Earthquakes in 2014.
I was in the press box for that game. The Internet didn't work. The Bay Area is the tech capital of the world.
A few weeks after my initial report, the group launched its website, bayareaprosoccer.com.
The website featured a place you could enter your contact information in order to receive updates from the club as they approach their announcement.
Also notable about the website was the fact that it offered potential fans the option to view the information either in English or Spanish.
Or Portugese, Stanford-Geromel's native language.
Omitted from the options were Chinese, which is so common of a language in San Francisco, that public transportation announcements are made in English, Spanish, and Chinese.
Also not present were options to view the website in Tagalog.
According to this SF Gate article, 64.2% of people in the San Francisco-Oakland-Fremont metropolitan area speak English at home. 14% speak Spanish, 7.1% speak Chinese (either Mandarin or Cantonese), and 3.7% speak Tagalog.
Fewer than 0.5% of people speak Portugese.
Quickly after the launch of the website, it was discovered that one could reach the same website by typing in oaklandprosoccer.com, berkeleyprosoccer.com, or even sanmateoprosoccer.com.
Naturally, I signed up on the email listserv, eagerly awaiting the club to update from its "Alpha" status.
I was rewarded soon thereafter as the club sent me an email with the subject line "Our First Prank" on Dec. 29.
The club had decided that it would release a fake website, with a fake team name to "prank" people.
The website, which is still up and running here, named the club "Foggers United Association Football Club."
The email explaining the prank gave us this gem: "We promise we'll have some updates next month," it reads. "In the meantime, we'd like to let you in on an inside joke.
"There are a bunch of people digging for information non-stop and spreading rumors. One of the items they are looking into is our name. We thought we would have some fun with them, so last week we got together for beers with 10 of you super fans and come up with a FAKE name and website they could 'discover.'
"If you want to help us prank them, feel free to share on Facebook and Twitter something like the text below. Thanks in advance and happy Tuesday!
"New Bay Area pro soccer team accidentally revealed their name. Check it out before they take it down www.fuafc.com #meetthefoggers"
While this is certainly odd at the very least, I found it funny because they shared an "inside joke" with someone who is presumably one of the people "digging for information non-stop and spreading rumors."
Two weeks later, they released the "Beta" version of their website which included some paragraphs on triangles and technology.
According to the website, the club was interested in triangles because Johann Cruyff thought the triangle shape was the perfect way for three members of a team to keep continued possession.
This is good logic, and something coaches preach from a young age. Bay Area Pro Soccer also mentioned the "Red Triangle," a name for the greater Bay Area region.
As someone who has lived in Northern California for over 20 years, this was the first instance I've heard of the "Red Triangle" being used to describe any region in the state.
In fact, there is a triangle that represents a region in Northern California that is common slang in the area. Only, it's the "Emerald Triangle," a region near Oregon, which is one of the largest producers of marijuana in the world.
A week after the debut of its new website, Bay Area Pro Soccer graced us with its new logo. I promptly sent out the following tweet:
Yes, this is the SF NASL logo. No, it is not a joke pic.twitter.com/5AjhDk79xO
— Evan Ream (@EvanReam) January 21, 2016
I received over 30 responses on the nature of the logo. Not a single response had a positive connotation. Here are some of my favorites:
....@EvanReam I've seen this before pic.twitter.com/bCFuszqg6i
— S£th (@TweetsFromSeth) January 21, 2016
@EvanReam Based on that club's triangle logo, will this be SF NASL's team sponsor? pic.twitter.com/2kqBtMVlwC
— James (@LoneStarStriker) January 21, 2016
@EvanReam So is that a 3 pointed ninja star in the middle? pic.twitter.com/TZDnJo03UN
— mattjf22 (@mattjf22) January 21, 2016
@EvanReam @northernpitch Really bad, or worst ever?
— Joe Miller (@xjoeymillerx) January 21, 2016
@EvanReam This crest is so awful that I can't even think of other badly designed logos to compare it to. It's bad in a completely unique way
— Bhaskar (@xbhaskarx) January 21, 2016
@EvanReam Inspiration? pic.twitter.com/xlKauYcUh3
— Brad Hill (@bthill87) January 22, 2016
@EvanReam Can't wait till this is available on a kick ass pog slammer!
— Brian Riley (@superbrianland) January 21, 2016
@EvanReam @cboehm Oh, it's a joke, just not an intentional one.
— Högs Grüber (@NGSHogs) January 22, 2016
@EvanReam I don't know why but it made me think of these things pic.twitter.com/wmXcAcF27R
— Eryn Pimentel (@erynCA) January 22, 2016
And to put it quite plainly, this last one:
@EvanReam @WilliamsBob75 That might be the worst soccer logo (badge) ever!
— Paul Mullin (@paulmullin13) January 21, 2016
Which brings me to today. Today the SF NASL group released its name via email. And it's bad.
So I guess SF NASL is going with "SF Deltas" as a team name...(h/t @smaloney17 pic.twitter.com/cUib8LymUA
And this was revealed as possible team "swag."
This is a real piece of merch that the SF NASL team sent me in an email. Does it get any more Tyson Zone? pic.twitter.com/LDwE0I4agr
It's really hard to say much more about the team.
Their stadium plan is unrealistic, and a temporary solution doesn't appear to be any better.
Their website is hilarious in every way.
Their logo is atrocious. And the name. The name is the worst part of it all.
Yes, there is a Delta in Northern California, but it's located in the Sacramento, and trickles into the Suisun Bay, which continues into the San Pablo Bay, which then finally pours into the San Francisco Bay.
Said Delta, called the "Sacramento-San Joaquin River Delta," also doesn't lie in the area allegedly known as the "Red Triangle" (or the Emerald Triangle for that matter).
Coming from the West Coast, a lot of the things the NASL does haven't made sense to me. But this, this is on another level...in another zone. The Tyson Zone.
Evan Ream covers Sacramento Republic FC, and apparently Bay Area Soccer, for the Davis Enterprise. Reach him at evanream3@gmail.com or follow him on Twitter @EvanReam

redpajama_set_name: RedPajamaCommonCrawl


Brooklyn Nine Nine S05 E14 has got to be one of the best TV Comedy episodes ever.
It's about triumph of Good over Evil. It's about honest cops getting the bad guy using legal means.
It's about a lovely pseudo-parent-child relationship. It's about a person who wants the approval of their parent-figure.
It's funny. It constantly keeps you sniggering at a pace that is the right sniggering pace. And it has an inside joke that the characters laugh at, unlike most other jokes in this series, maybe even all comedy shows, which are at some character's expense.
It's about good acting. These actors have their comic timing so right, you could set a clock by it.
Even though it does break the usual detective story tradition that the audience is given the clues, from which a logical solution to the problem can be reached, at the exact same time at which they are given to the sleuth, who then deduces the solution from a more logical re-interpretation of those same clues than the audience themselves were capable of.
It's about being very clever. The bad guy is clever, but the good guy is cleverer.
And it's very clever. The twist at the end, about being very clever, does leave you satisfied with its cleverness.
It's very good writing by Luke Del Tredici and team.


The MicroFridge is a combination refrigerator, freezer, microwave, and charging station. It is the only MicroFridge on the market that passes Harvard College's safety test.
The MicroFridge is great for late-night snackers, health conscious students, or anyone looking for an easy way to store and cook food in their dorm. Keep leftovers from your late-night trips to get waffles or Chinese food in the square fresh for tomorrow's enjoyment instead of making another trek in the cold Boston winter to satisfy your hunger.
MicroFridges will be delivered in late September.
Make Harvard feel like home with appliances that ensure your comfort and safety—our MicroFridge, with the only microwave allowed on campus, has your back. The HSA MicroFridge is the only MicroFridge on the market that passes Harvard College's safety test. The dual-appliance design prevents dangerous surges in dorm rooms.
This one appliance is a combination refrigerator, freezer, microwave, and charging station. Don't worry about lugging the MicroFridge up the stairs of your dorm either - we deliver it to your dorm at the start of the year.
Late-night snacks in Harvard Square can get expensive. Safe money by storing food from Annenberg in your MicroFridge. Before you know it, the MicroFridge will pay for itself!
Save up to 30% on this MicroFridge and other essential items when you purchase them in a bundle!
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In 1985, 10-year-old Brian of Gillette wished to have a BMX bike. Brian's wish was not only the first wish granted by Make-A-Wish Wyoming, but it began a legacy of serving children battling critical conditions across the state for decades to come. Inspired by Brian, Make-A-Wish Wyoming and the University of Wyoming Chi Omega chapter are proud to present Tour de Wish Laramie on September 22, 2018.


The other day I transferred a short five minutes video clip from my DV camera. The bundled software saved it to MPG format, which I then tried to import into the Windows Movie Maker application that comes installed as standard on Windows XP.
An interface has too many methods to fire events from.
What?! What on earth does that mean?!! How on earth are non-über-geeks supposed to know what to do when presented with that sort of nonsense error message? Poor show Microsoft!
What I did was install my copy of PureMotion EditStudio 1.5 and imported and edited my video clip in that instead. In EditStudio your interface can use as many methods to fire events from as it pleases … I presume.
I'm with Rich on this one!
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text:
Costs for Hospital Stays in the United States, 2011
Anne Pfuntner, Lauren M. Wier, M.P.H., and Claudia Steiner, M.D., M.P.H.
Healthcare expenditures in the United States account for nearly 18 percent of the Gross Domestic Product (GDP).1 Importantly, inpatient hospital costs account for nearly one-third of all healthcare expenses for the civilian noninstitutionalized population in the United States.2 The Agency for Healthcare Research and Quality provides an annual overview of national statistics on inpatient hospital stays, including their associated costs, using data from the Healthcare Cost and Utilization Project (HCUP). This Statistical Brief provides the most current data on costs for stays in community hospitals in the United States using data from 2011 and compares the results to data from 1997.
The analysis of 2010 data on costs for hospital stays was published in Statistical Brief #146, Costs for Hospital Stays in the United States, 2010.3 Earlier results from 2005 through 2009 are presented in a series of HCUP Facts and Figures reports.4
Statistics on costs are included for stays by age, primary payer, major diagnostic category, and principal diagnosis. All differences between estimates noted in the text are statistically significant at the .001 level or better.
Hospital costs by age, 2011
In 2011, the aggregate cost for all hospital stays was $387.3 billion—an average of $10,000 per stay. Figure 1 shows the distribution of aggregate hospital costs and stays by age for 2011, and Figure 2 displays the mean cost per hospital stay by age.
Together, adults aged 45-64 years and 65-84 years accounted for nearly two-thirds of aggregate hospital costs and over half of hospital stays in 2011. Adults aged 45-64 years and 65-84 years also had the highest mean costs per stay ($12,500 and $12,600, respectively), which exceeded the average cost for all hospital stays.
Adults aged 18-44 years accounted for 18 percent of aggregate hospital costs and nearly one-quarter of hospital stays. The mean cost per stay for these patients ($7,400) was 35 percent lower than the average cost for all stays.
Infants younger than 1 year accounted for 5 percent of aggregate hospital costs and 11 percent of hospitalizations. The mean cost per stay for infants ($4,500) was less than half of the average for all stays. The mean cost per stay for children aged 1-17 years ($8,400) and adults aged 85 years and older ($9,900) was similar to the overall average cost per stay.
In 2011, the aggregate cost for all hospital stays was $387.3 billion—a mean of $10,000 per stay.
Together, adults aged 45-64 years and 65-84 years accounted for nearly two-thirds of aggregate hospital costs and had the highest mean costs per stay in 2011 ($12,500 and $12,600, respectively).
Stays billed to Medicare and Medicaid together accounted for 63 percent of aggregate hospital costs in 2011.
Circulatory conditions accounted for the largest share (18 percent) of hospital costs in 2011.
Stays with septicemia had the highest aggregate hospital costs in 2011 ($20.3 billion), which more than quadrupled since 1997 with an 11.5 percent annual increase.
The aggregate cost for stays with acute and unspecified renal failure increased in rank from 54th in 1997 to 20th in 2011, as costs for stays with renal failure more than quadrupled since 1997.
Aggregate inflation-adjusted costs for hospital stays increased 3.6 percent annually between 1997 and 2011, with 2.8 percent annual growth in the intensity of services (cost per stay) and 1.0 percent annual growth in the population.
Figure 1. Distribution of aggregate hospital costs and stays by age, 2011
Source: Agency for Healthcare Research and Quality (AHRQ), Center for Delivery, Organization, and Markets, Healthcare Cost and Utilization Project (HCUP), Nationwide Inpatient Sample (NIS), 2011
This is a bar column chart showing the distribution of hospital costs and stays in percent by age group. Younger than 1 year: Hospital costs: 5, Hospital stays: 11. 1 through 17 years: Hospital costs: 3, Hospital stays: 4. 18 through 44 years: Hospital costs: 18, Hospital stays: 24. 45 through 64 years: Hospital costs: 31, Hospital stays: 25. 65 through 84 years: Hospital costs: 34, Hospital stays: 27. 85 years and older: Hospital costs: 8, Hospital stays: 9. Source: Agency for Healthcare Research and Quality (AHRQ), Center for Delivery, Organization, and Markets, Healthcare Cost and Utilization Project (HCUP), Nationwide Inpatient Sample (NIS), 2011.
Figure 2. Mean hospital cost per stay by age, 2011
This is a bar column chart showing the mean cost in dollars by age group. All ages, all stays, mean equaled $10,000: Younger than 1 year: $4,500. 1 through 17 years: $8,400, 18 through 44 years: $7,400, 45 through 64 years: $12,500, 65 through 84 years: $12,600, 85 years and older: $9,900. Source: Agency for Healthcare Research and Quality (AHRQ), Center for Delivery, Organization, and Markets, Healthcare Cost and Utilization Project (HCUP), Nationwide Inpatient Sample (NIS), 2011.
Hospital costs by expected primary payer, 2011
Figures 3 and 4 highlight the distribution of aggregate hospital costs and stays by payer and the mean hospital cost per stay by payer in 2011, respectively.
Stays billed to Medicare and Medicaid together accounted for 63 percent of aggregate hospital costs and 60 percent of hospital stays in 2011. Forty-seven percent of aggregate costs were billed to Medicare, and the mean cost for stays billed to Medicare ($11,900) was nearly $2,000 higher than the overall average cost per stay. At $8,000, the mean cost per stay billed to Medicaid was $2,000 less than the average cost for all stays.
Private insurance was the expected primary payer for nearly one-third of aggregate hospital costs and hospital stays in 2011. The mean cost per stay billed to private insurance ($9,200) was similar to that for all stays. Stays billed to the uninsured and other payers each accounted for 4 percent of aggregate hospital costs. The mean cost per stay for stays billed to the uninsured ($8,300) was lower than the overall average cost, and the mean cost for stays billed to other payers ($10,700) was similar to that for all stays.
Figure 3. Distribution of aggregate hospital costs and stays by payer, 2011
This is a bar column chart showing the distribution of hospital costs and stays in percent by the type of payer. Medicare: Hospital costs: 47, Hospital stays: 40. Medicaid: Hospital costs: 16, Hospital stays: 20. Private insurance: Hospital costs: 29, Hospital stays: 32. Uninsured: Hospital costs: 4, Hospital stays: 5. Other: Hospital costs: 4, Hospital stays: 3. Source: Agency for Healthcare Research and Quality (AHRQ), Center for Delivery, Organization, and Markets, Healthcare Cost and Utilization Project (HCUP), Nationwide Inpatient Sample (NIS), 2011.
Figure 4. Mean hospital cost per stay by payer, 2011
This is a bar column chart showing the mean cost in dollars by payer. All payers, all stays, mean equaled $10,000: Medicare: $11,900, Medicaid: $8,000, Private insurance: $9,200, Uninsured: $8,300, Other: $10,700. Source: Agency for Healthcare Research and Quality (AHRQ), Center for Delivery, Organization, and Markets, Healthcare Cost and Utilization Project (HCUP), Nationwide Inpatient Sample (NIS), 2011.
Hospital costs by diagnostic category, 2011
In 2011, 70 percent of aggregate hospital costs were attributable to seven major diagnostic categories (Figure 5). Circulatory conditions accounted for the largest share (18 percent) of hospital costs. Musculoskeletal conditions (14 percent) and respiratory conditions (11 percent) also accounted for large shares of hospital costs. Digestive conditions, nervous system conditions, infectious and parasitic diseases, and pregnancy and childbirth-related conditions each accounted for between 5 and 9 percent of aggregate costs.
Figure 5. Distribution of aggregate hospital costs by diagnostic category,* 2011
* Based on principal diagnosis, which was defined by major diagnostic category
This is a pie chart showing the percentage of costs by diagnostic category. The diagnostic category is based on principal diagnosis, which was defined by major diagnostic category. The total aggregate costs equaled 387.3 billion dollars. Circulatory system: 18%, Musculoskeletal system: 14%, Respiratory system: 11%, Digestive system: 9%, Nervous system: 7%, Infections and parasitic diseases: 6%, Pregnancy and childbirth: 5%, All other conditions: 30%. Source: Agency for Healthcare Research and Quality (AHRQ), Center for Delivery, Organization, and Markets, Healthcare Cost and Utilization Project (HCUP), Nationwide Inpatient Sample (NIS), 2011.
Hospital costs by diagnosis, 2011
Table 1 shows the 20 specific principal diagnoses for stays with the highest aggregate hospital costs in 2011. Hospital costs for all diagnoses increased 63 percent between 1997 and 2011 from $237.2 billion to $387.3 billion, an annual increase of 3.6 percent. During this period, overall prices as measured by the Gross Domestic Product price index increased 34 percent, or 2.1 percent annually.5
Stays with septicemia had the highest aggregate hospital costs in 2011 ($20.3 billion), which more than quadrupled since 1997 (an 11.5 percent annual increase). Costs for stays with septicemia were ranked 9th in 1997, fell to 13th in 2000, moved to 8th in 2004, 3rd by 2007, and have been ranked as the most expensive condition since 2008 (data for intermediate years not shown).
Cardiovascular conditions accounted for five of the specific diagnoses for stays with the highest aggregate costs: acute myocardial infarction, congestive heart failure, coronary atherosclerosis, acute cerebrovascular disease, and cardiac dysrhythmias. When combined, costs for stays with these five cardiovascular conditions accounted for 13 percent of aggregate costs in 2011. The aggregate cost for stays with coronary atherosclerosis decreased 34 percent between 1997 and 2011 (3 percent annually), but the cost per stay increased 52 percent during this time period.
The mean cost for stays with eight principal diagnoses was more than 50 percent higher than the overall mean cost for stays in 2011 ($10,000): septicemia ($18,600), osteoarthritis ($15,400), complication of device ($18,500), acute myocardial infarction ($18,900), spondylosis ($16,800), coronary atherosclerosis ($17,200), respiratory failure ($21,700), and hip fracture ($15,400).
The aggregate cost for stays with acute and unspecified renal failure more than quadrupled from $1.0 billion in 1997 to $4.7 billion in 2011 (an 11.4 percent average annual increase). During this period, the change in rank for costs for stays with renal failure was gradual: these costs ranked 54th in 1997, 43rd by 2002, jumped to 34th in 2003, were 19th by 2007, fell to 23rd in 2010, and then rose to 20th in 2011 (data for intermediate years not shown).
Hospital stays with complications of device and complications of surgical procedures or medical care as principal diagnoses accounted for $19.7 billion in aggregate costs. These principal diagnoses ranked as the 3rd and 13th most expensive conditions, and aggregate costs increased about 6 percent annually.
Table 1. Aggregate costs for hospital stays by principal diagnosis, 1997 and 2011
Principal Clinical Classifications Software (CCS) diagnosis
Aggregate inflation-adjusted hospital costs in billions, 2011 dollars
Mean cost per stay, inflation-adjusted 2011 dollars
Average annual change in aggregate costs, %
All diagnoses 237.2 387.3 6,800 10,000 3.6
Septicemia (except in labor) 4.4 20.3 10,600 18,600 11.5
Osteoarthritis 5.1 14.8 12,200 15,400 7.9
Complication of device, implant or graft 6.0 12.9 12,200 18,500 5.6
Liveborn (newborn infant) 8.6 12.4 2,300 3,300 2.6
Acute myocardial infarction 9.9 11.5 13,500 18,900 1.1
Spondylosis, intervertebral disc disorders, other back problems 3.7 11.2 6,900 16,800 8.2
Pneumonia (except that caused by tuberculosis and sexually transmitted diseases) 9.7 10.6 7,800 9,500 0.7
Congestive heart failure, nonhypertensive 7.2 10.5 7,300 10,900 2.7
Coronary atherosclerosis 15.9 10.4 11,300 17,200 -3.0
Respiratory failure, insufficiency, arrest (adult) 3.6 8.7 18,000 21,700 6.6
Acute cerebrovascular disease 5.9 8.4 9,500 14,000 2.6
Cardiac dysrhythmias 3.8 7.6 6,700 9,600 5.0
Complications of surgical procedures or medical care 3.1 6.8 8,900 13,000 5.8
Chronic obstructive pulmonary disease and bronchiectasis 3.6 5.7 6,500 7,800 3.4
Rehabilitation care, fitting of prostheses, and adjustment of devices 4.1 5.5 10,400 13,100 2.2
Diabetes mellitus with complications 3.0 5.4 7,300 9,600 4.3
Biliary tract disease 3.6 5.1 7,900 11,000 2.6
Fracture of neck of femur (hip) 3.5 4.9 10,400 15,400 2.5
Mood disorders 3.4 4.8 5,200 5,400 2.6
Acute and unspecified renal failure 1.0 4.7 10,500 9,400 11.4
Source: Agency for Healthcare Research and Quality (AHRQ), Center for Delivery, Organization, and Markets, Healthcare Cost and Utilization Project (HCUP), Nationwide Inpatient Sample (NIS), 1997 and 2011
Cost factors accounting for change in hospital costs by diagnosis, 1997-2011
Figure 6 shows the average annual percentage change in aggregate hospital costs between 1997 and 2011 for the 20 principal diagnoses with the highest aggregate costs in 2011.
Aggregate inflation-adjusted costs for all hospital stays increased 3.6 percent annually between 1997 and 2011. Across all diagnoses, intensity of services provided during the hospital stay (cost per stay) increased 2.8 percent annually, population grew 1.0 percent annually, and the number of stays per 10,000 population remained stable.
The hospitalization rate (stays per population) was the most important factor in cost growth for 4 of the 20 diagnoses that ranked among the most costly stays: acute and unspecified renal failure, septicemia, osteoarthritis, and adult respiratory failure.
Higher intensity of services (increased cost per stay) accounted for a large portion of growth in hospital costs for stays with eight principal diagnoses: back problems, both complication diagnoses, cardiac dysrhythmias, newborns, biliary tract disease, diabetes, and rehabilitation care.
For stays with a principal diagnosis of chronic obstructive pulmonary disease, growth in the hospitalization rate and intensity of services contributed equally to average annual aggregate cost growth.
For six diagnoses, growth in cost per stay was offset by a decline in the hospitalization rate. This included four of the five cardiovascular conditions that were among the most expensive stays in 2011 as well as hip fracture and pneumonia.
Figure 6. Average annual percentage change* and components of change in inflation-adjusted aggregate hospital costs by principal diagnosis, 1997-2011
* Bar segments depict the portion of change attributable to each of the factors listed in the key. The net average annual percentage change is noted in the axis label.
** The change in cost per stay and stays per population for mood disorders was not statistically significant between 1997 and 2011.
Source: Agency for Healthcare Research and Quality (AHRQ), Center for Delivery, Organization, and Markets, Healthcare Cost and Utilization Project (HCUP), Nationwide Inpatient Sample (NIS), 1997 and 2011.
This is a stacked bar chart showing the average annual change in percent by all stays, diagnoses related to an increase in stays per population, diagnoses related to an increase in cost per stay, diagnoses related to an increase in cost per stay and stays per population, and diagnoses related to an increase in cost per stay, but a decrease in stays per population. Bar segments depict the portion of change attributable to each of the factors listed in the key. The net average annual percentage change is noted in the axis label. The overall percentage change in aggregate hospital costs was 3.6%. All stays: 3.6%: Growth in cost per stay: 2.8%, Growth in stays per population: minus 0.2%, Growth in population: 1.0%. Diagnoses related to an increase in stays per population: Acute and unspecified renal failure: 11.4%: Growth in cost per stay: minus 0.8%, Growth in stays per population: 11.3%, Growth in population: 1.0%. Septicemia (except in labor): 11.5%: Growth in cost per stay: 4.2%, Growth in stays per population: 6.4%, Growth in population: 1.0%. Osteoarthritis: 7.9%: Growth in cost per stay: 1.7%, Growth in stays per population: 5.3%, Growth in population: 1.0%. Respiratory failure, insufficiency, arrest (adult): 6.6%: Growth in cost per stay: 1.4%, Growth in stays per population: 4.3%, Growth in population: 1.0%. Mood disorders: 2.6%. Note that the change in cost per stay and stays per population for mood disorders was not statistically significant between 1997 and 2011. Growth in cost per stay: 0.2%, Growth in stays per population: 1.5%, Growth in population: 1.0%. Diagnoses related to an increase in cost per stay:Spondylosis, intervertebral disc disorders, other back problems: 8.2%: Growth in cost per stay: 6.6%, Growth in stays per population: 0.6%, Growth in population: 1.0%. Complication of device, implant, or graft: 5.6%: Growth in cost per stay: 3.1%, Growth in stays per population: 1.6%, Growth in population: 1.0%. Complications of surgical procedures or medical care: 5.8%: Growth in cost per stay: 2.8%, Growth in stays per population: 2.0%, Growth in population: 1.0%. Cardiac dysrhythmias: 5.0%: Growth in cost per stay: 2.6%, Growth in stays per population: 1.4%, Growth in population: 1.0%. Liveborn (newborn) infant: 2.6%: Growth in cost per stay: 2.6%, Growth in stays per population: minus 0.9%, Growth in population: 1.0%. Biliary tract disease: 2.6%: Growth in cost per stay: 2.4%, Growth in stays per population: minus 0.7%, Growth in population: 1.0%. Diabetes mellitus with complications: 4.3%: Growth in cost per stay: 2.0%, Growth in stays per population: 1.4%, Growth in population: 1.0%. Rehabilitation care, fitting of prostheses, and adjustment of devices: 2.2%: Growth in cost per stay: 1.7%, Growth in stays per population: minus 0.4%, Growth in population: 1.0%. Diagnosis related to an increase in cost per stay and stays per population: Chronic obstructive pulmonary disease and bronchiectasis: 3.4%, Growth in cost per stay: 1.3%, Growth in stays per population: 1.1%, Growth in population: 1.0%. Diagnoses related to an increase in cost per stay, but a decrease in stays per population: Congestive heart failure, nonhypertensive: 2.7%: Growth in cost per stay: 2.9%, Growth in stays per population: minus 1.1%, Growth in population: 0.9%. Acute cerebrovascular disease: 2.6%: Growth in cost per stay: 2.8%, Growth in stays per population: minus 1.2%, Growth in population: 1.0%. Fracture of neck of femur (hip): 2.5%: Growth in cost per stay: 2.8%, Growth in stays per population: minus 1.3%, Growth in population: 1.0%. Pneumonia (except that caused by tuberculosis and sexually transmitted diseases: 0.7%: Growth in cost per stay: 1.3%, Growth in stays per population: minus 1.6%, Growth in population: 0.9%. Acute myocardial infarction: 1.1%: Growth in cost per stay: 2.2%, Growth in stays per population: minus 2.0%, Growth in population: 0.9%. Coronary atherosclerosis: minus 3.0%: Growth in cost per stay: 3.4%, Growth in stays per population: minus 7.4%, Growth in population: 1.1%.Source: Agency for Healthcare Research and Quality (AHRQ), Center for Delivery, Organization, and Markets, Healthcare Cost and Utilization Project (HCUP), Nationwide Inpatient Sample (NIS), 1997 and 2011.
The estimates in this Statistical Brief are based upon data from the Healthcare Cost and Utilization Project (HCUP) 2011 Nationwide Inpatient Sample (NIS). Historical data were drawn from the 1997 Nationwide Inpatient Sample (NIS). The statistics were generated from HCUPnet, a free, online query system that provides users with immediate access to the largest set of publicly available, all-payer national, regional, and State-level hospital care databases from HCUP. Data on average costs per stay and total aggregate costs were not available in HCUPnet for 1997-2006; these statistics were separately calculated using the HCUP 1997-2006 NIS. Supplemental sources included population denominator data for use with HCUP databases.6
Many hypothesis tests were conducted for this Statistical Brief. Thus, to decrease the number of false-positive results, we reduced the significance level to .001 for individual tests.
Average annual percentage change is calculated using the following formula: Equation 1. The average annual percentage change is calculated using the following formula: Average annual percentage change equals open bracket, open parenthesis, end value divided by beginning value, close parenthesis, to the power of 1 divided by change in years, minus 1, close bracket, multiplied by 100.
In this Statistical Brief, 1997 and 2011 were the base years used to calculate the average annual percentage change in aggregate hospital costs, cost per stay, population, and stays per 10,000 population. Average annual percentage change was calculated over 14 years:
Equation 2. In this Statistical Brief, the formula is: Average annual percentage change equals open bracket, open parenthesis, 2011 value divided by 1997 value, close parenthesis, to the power of 1 divided by 14, minus 1, close bracket, multiplied by 100.
Diagnoses, ICD-9-CM Clinical Classifications Software (CCS), Diagnosis-Related Groups (DRGs), and Major Diagnostic Categories (MDCs)
ICD-9-CM is the International Classification of Diseases, Ninth Revision, Clinical Modification, which assigns numeric codes to diagnoses. There are approximately 14,000 ICD-9-CM diagnosis codes.
CCS categorizes ICD-9-CM diagnoses into a manageable number of clinically meaningful categories. This "clinical grouper" makes it easier to quickly understand patterns of diagnoses. CCS categories identified as "Other" typically are not reported; these categories include miscellaneous, otherwise unclassifiable diagnoses that may be difficult to interpret as a group.
DRGs constitute a patient classification system that categorizes patients into groups that are clinically coherent and homogeneous with respect to resource use. DRGs group patients according to diagnosis, type of treatment (procedures), age, and other relevant criteria.
MDCs are broad groups of DRGs that relate to an organ or a system and not to an etiology (for example, MDC 06, Diseases and Disorders of the Digestive System). Each hospital stay has one DRG and one MDC assigned to it.
HCUP is based on data from community hospitals, which are defined as short-term, non-Federal, general, and other hospitals, excluding hospital units of other institutions (e.g., prisons). HCUP data include obstetrics and gynecology, otolaryngology, orthopedic, cancer, pediatric, public, and academic medical hospitals. Excluded are long-term care, rehabilitation, psychiatric, and alcoholism and chemical dependency hospitals. However, if a patient received long-term care, rehabilitation, or treatment for psychiatric or chemical dependency conditions in a community hospital, the discharge record for that stay will be included in the Nationwide Inpatient Sample (NIS).
Total hospital charges were converted to costs using HCUP Cost-to-Charge Ratios based on hospital accounting reports from the Centers for Medicare & Medicaid Services (CMS).8 Costs will reflect the actual expenses incurred in the production of hospital services, such as wages, supplies, and utility costs; charges represent the amount a hospital billed for the case. For each hospital, a hospital-wide cost-to-charge ratio is used. Hospital charges reflect the amount the hospital billed for the entire hospital stay and do not include professional (physician) fees. For the purposes of this Statistical Brief, costs are reported to the nearest hundred.
Payer is the expected primary payer for the hospital stay. To make coding uniform across all HCUP data sources, payer combines detailed categories into general groups:
Medicare: includes patients covered by fee-for-service and managed care Medicare
Medicaid: includes patients covered by fee-for-service and managed care Medicaid
Private Insurance: includes Blue Cross, commercial carriers, and private health maintenance organizations (HMOs) and preferred provider organizations (PPOs)
Other: Includes Worker's Compensation, TRICARE/CHAMPUS, CHAMPVA, Title V, and other government programs
Uninsured: includes an insurance status of "self-pay" and "no charge."
Encounters billed to the State Children's Health Insurance Program (SCHIP) may be classified as Medicaid, Private Insurance, or Other, depending on the structure of the State program. Because most State data do not identify SCHIP patients specifically, it is not possible to present this information separately.
California Office of Statewide Health Planning and Development
New Jersey Department of Health
South Carolina Budget & Control Board
The HCUP Nationwide Inpatient Sample (NIS) is a nationwide database of hospital inpatient stays. The NIS is nationally representative of all community hospitals (i.e., short-term, non-Federal, nonrehabilitation hospitals). The NIS is a sample of hospitals and includes all patients from each hospital, regardless of payer. It is drawn from a sampling frame that contains hospitals constituting more than 95 percent of all discharges in the United States. The vast size of the NIS allows the study of topics at both the national and regional levels for specific subgroups of patients. In addition, NIS data are standardized across years to facilitate ease of use.
HCUPnet is an online query system that offers instant access to the largest set of all-payer healthcare databases publicly available. HCUPnet has an easy step-by-step query system, allowing for tables and graphs to be generated on national and regional statistics as well as trends for community hospitals in the United States. HCUPnet generates statistics using data from HCUP's Nationwide Inpatient Sample (NIS), the Kids' Inpatient Database (KID), the Nationwide Emergency Department Sample (NEDS), the State Inpatient Databases (SID), and the State Emergency Department Databases (SEDD).
Introduction to the HCUP Nationwide Inpatient Sample, 2011. Online. June 2013. U.S. Agency for Healthcare Research and Quality. https://www.hcup-us.ahrq.gov/db/nation/nis/NIS_Introduction_2011.pdf. Accessed November 12, 2013.
Houchens R, Elixhauser A. Final Report on Calculating Nationwide Inpatient Sample (NIS) Variances, 2001. HCUP Methods Series Report #2003-2. Online. June 2005 (revised June 6, 2005). U.S. Agency for Healthcare Research and Quality. http://www.hcup-us.ahrq.gov/reports/methods/2003_02.pdf. Accessed November 12, 2013.
Houchens RL, Elixhauser A. Using the HCUP Nationwide Inpatient Sample to Estimate Trends. (Updated for 1988–2004). HCUP Methods Series Report #2006–05. Online. August 18, 2006. U.S. Agency for Healthcare Research and Quality. http://www.hcup-us.ahrq.gov/reports/methods/2006_05_NISTrendsReport_1988-2004.pdf. Accessed November 12, 2013.
Pfuntner A (Truven Health Analytics), Wier LM (Truven Health Analytics), Steiner C (AHRQ). Costs for Hospital Stays in the United States, 2011. HCUP Statistical Brief #168. December 2013. Agency for Healthcare Research and Quality, Rockville, MD. http://www.hcup-us.ahrq.gov/reports/statbriefs/sb168-Hospital-Costs-United-States-2011.pdf.
1 National Health Expenditures 2011 Highlights. Centers for Medicare & Medicaid Services. http://www.cms.gov/Research-Statistics-Data-and-Systems/Statistics-Trends-and-Reports/NationalHealthExpendData/downloads/highlights.pdf, Accessed November 12, 2013.
2 Carper, K, Machlin, SR. National Health Care Expenses in the U.S. Civilian Noninstitutionalized Population, 2010. Statistical Brief #396. January 2013. Agency for Healthcare Research and Quality, Rockville, MD. http://meps.ahrq.gov/mepsweb/data_files/publications/st396/stat396.shtml. Accessed November 12, 2013.
3 Pfuntner, A (Truven Health Analytics), Wier, LM (Truven Health Analytics), Steiner, C (AHRQ). Costs for Hospital Stays in the United States, 2010. HCUP Statistical Brief #146. January 2013. Agency for Healthcare Research and Quality, Rockville, MD. http://www.hcup-us.ahrq.gov/reports/statbriefs/sb146.pdf. Accessed November 12, 2013.
4 HCUP Facts and Figures. Healthcare Cost and Utilization Project (HCUP). June 2013. Agency for Healthcare Research and Quality, Rockville, MD. https://www.hcup-us.ahrq.gov/reports/factsandfigures.jsp. Accessed November 12, 2013.
5 Bureau of Economic Analysis. National Data. Section 1, Domestic Product and Income. Table 1.1.4, Price Indexes for Gross Domestic Product. https://www.bea.gov/iTable/iTable.cfm?ReqID=9&step=1. Accessed November 12, 2013.
6 Barrett M, Lopez-Gonzalez L, Coffey R, Levit K. Population Denominator Data for use with the HCUP Databases (Updated with 2012 Population data). HCUP Methods Series Report #2013-01. Online. March 8, 2013. U.S. Agency for Healthcare Research and Quality. http://www.hcup-us.ahrq.gov/reports/methods/2013_01.pdf. Accessed November 12, 2013.
7 HCUP Clinical Classifications Software (CCS). Healthcare Cost and Utilization Project (HCUP). U.S. Agency for Healthcare Research and Quality, Rockville, MD. Updated November 2013. http://www.hcup-us.ahrq.gov/toolssoftware/ccs/ccs.jsp. Accessed November 12, 2013.
8 HCUP Cost-to-Charge Ratio Files (CCR). Healthcare Cost and Utilization Project (HCUP). 2001-2009. U.S. Agency for Healthcare Research and Quality, Rockville, MD. Updated August 2013. http://www.hcup-us.ahrq.gov/db/state/costtocharge.jsp. Accessed November 12, 2013.
Internet Citation: Statistical Brief #168. Healthcare Cost and Utilization Project (HCUP). December 2013. Agency for Healthcare Research and Quality, Rockville, MD. www.hcup-us.ahrq.gov/reports/statbriefs/sb168-Hospital-Costs-United-States-2011.jsp.


Isles of War is an MMO RTS game developed and published by Disney Interactive.
First Flight is a physical three person game where players cooperate to fly an aeroplane and avoid rampant birds!
GMYG is an experiment attempting to apply game design to live theater.
Rapid prototyped different types of interactions for virtual worlds and created a designer tool .
Designing physical experiences that begin with a satisfying interaction.
Sea of Stories is an attempt to create a computer generated piece of art for VR using Unreal Engine. In doing so we hoped to discover rules of composition for VR as a medium for art.
In RTH the player plays as a 'dandelion fairy' pointing a PS Move controller in the direction he wants to fly. He must avoid the perils of the forest along the way to reach the finish line.


We are all either representing a business, or own a business where we are busy filling the needs of people all around the Dallas / Fort Worth Metroplex (and beyond). We do this by utilizing our talents and areas of expertise to serve others because we are driven by a passion in our hearts to do so.
One of the biggest challenges every business owner faces (aside from cash flow) is how to inform the masses of the problem-solving services they provide.
Simply existing as a business in this world does not mean people automatically flock to your door. So how can you inform the most people possible, for the best price possible, of your incredible business?
Well, if you were at Professional Business Networking (PBN) this past Wednesday, you would not only know the answer to that question, but also have a 117-page resource (free, by the way), taking you step-by-step through a process that teaches you how to obtain the publicity you and your business requires to not just survive, but thrive.
On Wednesday, Jeff Crilley, an Emmy Award-Winning Reporter, shared insider information on how you could get your message sent into the homes of thousands of people within the Metroplex… for free! As if that would be enough, he also shared two lost secrets that provide the best results for today's business owners. First, pick up the phone. Next, always – ALWAYS over-deliver.
If you were not there, you can still pick up his book he gave away to each person present last week. It's titled Free Publicity, and you can get it at http://www.JeffCrilley.com.
PBN is here for you – the small business owner – to have a place where you can grow your business through networking, knowledge, and accountability. Our doors are open, and we look forward to seeing you next week!
This entry was posted in Interests, Networking, Professional Business Networking and tagged attraction marketing, free leads, jeff crilley, networking, PBN, www.pbnetworking.com. Bookmark the permalink.


MGMT 300. Principles of Management. 3 Credits.
This course provides a survey of the traditional functions of management with primary emphasis on planning, organizing, controlling, and leading. This emphasis involves coverage of managerial decision making, leadership, motivation, interpersonal communication, staffing human resources, and organizational structure, design, and change and development. Additional topics include the history of managerial thought, management information systems, international management, and business ethics and social responsibility. Prerequisites or corequisites: A total of 30 or more credit hours, including courses in progress. F,S.
MGMT 301. Operations Management. 3 Credits.
This course introduces managerial issues and problems arising in the operations function of both service and manufacturing-oriented organizations.Topics include: aggregate planning, facility layout, forecasting, inventory control and management, introduction to linear programming, operations strategy, processes and technology, project management, quality control and management, scheduling, supply chain management, and waiting line analysis. Prerequisites: ECON 210 with grade of C or better, Junior or Senior standing, a GPA of 2.5, and declared COBPA majors only. F,S.
MGMT 302. Human Resource Management. 3 Credits.
A survey of the concepts, procedures, and programs associated with Human Resources Management in organizations. It includes an overview of the basic management functions and legal issues linked to the execution of the personnel functions of employment, performance appraisal, training, compensation, and development. Prerequisites: ECON 210 with grade of C or better, MGMT 300 with grade of C or better, Junior or Senior standing, and declared COBPA majors only. F,S.
MGMT 309. Quantitative Methods for Managers. 3 Credits.
Topics include decision analysis, forecasting, linear programming, integer and mixed programming, network models, queuing analysis, and simulation. Prerequisites: ECON 210 with grade of C or better, MGMT 301 with grade of C or better, Junior or Senior Standing, and declared COBPA majors only. F,S.
MGMT 332. Purchasing. 3 Credits.
An introductory course in procurement/purchasing of products, services, equipment/technology, etc. The course addresses issues across various sectors of the economy such as services, retail, wholesale, manufacturing, government, not-for-profit, etc. Prerequisite or Corequisite: MGMT 301 with a grade of C or better. F.
MGMT 360. Business Ethics and Social Responsiblity. 3 Credits.
This course explores responsible business practices at both the individual and organizational levels. Key concepts of business ethics are studied, with a focus on how managers can motivate employees and other stakeholders to support socially responsible business decisions and practices. Prerequisite: MGMT 300 with a grade of C or better. On demand.
MGMT 361. Managerial Negotiations. 3 Credits.
A survey of negotiation, mediation, arbitration, and emerging methods of alternative dispute resolution. Students will be required to engage in small and large group discussions, simulated negotiations and mediations in addition to regular reading assignments. This course is designed to help students understand their bargaining position in a variety of settings, devise negotiating strategies, and build their persuasive abilities and self-confidence in negotiations. Prerequisite: MGMT 300 with grade of C or better. On demand.
MGMT 362. Leadership and Conflict Resolution. 3 Credits.
This course will explore the nexus between leadership and the ability to navigate through the tough waters of conflict. Participants will be encouraged to reflect, explore, and apply concepts that will help them to achieve success in their professional and personal lives. On demand.
MGMT 372. Fundamentals of Project Management. 3 Credits.
This course covers the fundamental concepts and applied techniques for cost, resources, risk, scheduling, and stakeholder management of both long-term development programs and short-term projects. Project management deals with project proposals, charters, and the management of projects, those limited in scope, budget, and schedule. The course uses cases from a wide variety of industries, including construction, information systems, non-profit organizations, the government and the military. Students will also become familiar with PM software tools and certification options. Using discussions and in group class work, students will learn how to apply the skills required of a project manager in today's climate. Prerequisite: MGMT 300 or LEAD 101 with a grade of C or better, or instructor approval. S.
MGMT 395. Special Topics. 3 Credits.
Specific topics will vary. Course will offer specialized knowledge in a specific area; e.g. Human Resource Management, Operations Management, Strategic Management. May be taken a maximum of two times for credit. Prerequisites: MGMT 300 with a grade of C or better, and declared COBPA majors; Management department may require additional prerequisites for specific sections; Management department approval. Repeatable to 6 credits. On demand.
MGMT 397. Cooperative Education. 1-2 Credits.
On-the-job compensated experience in general management or human resource management, operations or supply chain management. A maximum of 6 credits cumulative from MGMT 397 and MGMT 497 are allowed to be used towards the above mentioned degree programs. Prerequisites: MGMT 300 with a grade of C or better, GPA of 2.5 and consent of instructor. Repeatable to 6 credits. S/U grading. F,S,SS.
MGMT 400. Organizational Theory and Analysis. 3 Credits.
The course is designed to acquaint students with some of the alternative ways in which organizations may be designed to accomplish their tasks. The course reviews the development of organization theories, their current status, and their future. Emphases are placed on the analyses of system theories pertaining to structure, process, and context. Prerequisites: MGMT 300 with grade of C or better, Junior or Senior standing, and declared COBPA majors only. Prerequisite or Corequisite: MGMT 310 with grade of C or better. F,S.
MGMT 407. Wage and Salary Administration. 3 Credits.
The role of a wage and salary administrator is studied. The course focuses on the fundamentals of wage theory, job evaluation and pricing, employee evaluation, individual and group incentive plans, benefits, and managerial/executive compensation. Prerequisites: MGMT 302 with grade of C or better, Junior or Senior standing, and declared CoBPA majors only. F.
MGMT 408. Performance Management and Human Resource Management Issues. 3 Credits.
This class explores various performance management approaches used by human resource management professionals and managers to improve work performance in organizations. This course also investigates current issues in the field or human resource management that potentially impact the performance of work. Prerequisites: MGMT 302 with grade of C or better, Junior or Senior standing, and declared COBPA majors only. S.
MGMT 409. Union-Management Relations. 3 Credits.
This course provides the student with an overview of the role of labor unions in contemporary organizations. The primary emphasis of the course is on the collective bargaining process. Students are engaged in simulated collective bargaining processes involving negotiations, mediation, arbitration, and final contractual agreements. Causes of industrial disputes and grievance arbitration are also covered. Prerequisites: MGMT 302 with a grade of C or better, Junior or Senior standing, and declared COBPA majors only. On demand.
MGMT 412. Training and Development. 3 Credits.
This course trains students in one of the major components (employee training and development) for Human Resource professionals as well as managers. In doing so: students are introduced to the current state of employee training and development practices; acquire a basic understanding of key issues related to the structure, the methods, and the use of technology for the training of employees; and through readings, lectures, discussions, and presentations learn to apply learning theories in the development and implementation of a strategic employee training system. Prerequisites: MGMT 302 with grade of C or better, Junior or Senior standing, and declared COBPA majors only. F.
MGMT 431. Supply Chain Management. 3 Credits.
This course covers the set of approaches utilized to efficiently integrate activities of suppliers, operations/production, and distribution of goods and services. Topics include: logistics, inventory, information systems, integration, alliances, procurement, international issues, coordination of product/service and processes in a supply chain, customer value, and decision support. Prerequisites: MGMT 301 with grade of C or better and declared COBPA major. F.
MGMT 432. Supplier Relationship Management. 3 Credits.
This course focuses on the "upstream" portion of the supply chain and stresses managerial issues in supplier relations. Topics covered include: cross functional issues in supply management, social responsibility, buyer-supplier relationships, quality management, total cost of ownership, developing supply requirements, strategic sourcing, cost management, relationship management, and world-class supply management. Prerequisites: MGMT 301 with grade of C or better and declared COBPA majors. S.
MGMT 433. Logistics in the Supply Chain. 3 Credits.
The primary emphasis of this course is directed toward dealing effectively with the management problems associated with moving and storing goods throughout the supply chain. Major topics covered include: logistic network strategy and planning, transportation strategy, inventory strategy, location strategy. Prerequisites or Corequisites: MGMT 309 with grade of C or better and declared CoBPA majors only. S.
MGMT 489. Senior Honors Thesis. 1-8 Credits.
Supervised independent study culminating in a thesis. Repeatable to 9 credits. Prerequisite: HON 401. Repeatable to 9 credits. F,S,SS.
MGMT 494. Readings in Management. 1-4 Credits.
Selected readings in management. Prerequisites: Senior or graduate standing and consent of instructor. Repeatable to 8 credits. F,S.
MGMT 497. Internship in Management. 1-3 Credits.
Guided, practical experience in human resource management, production, operations & supply chain management, or general management, with selected participating businesses or organizations . A maximum of 6 credits cumulative from MGMT 397 and MGMT 497 are allowed to be used towards a degree program. Prerequisites: MGMT 300 with a grade of C or better, GPA of 2.5, and consent of instructor. Repeatable to 6 credits. S/U grading. F,S,SS.
MGMT 501. Quantitative Analysis for Management Decisions. 3 Credits.
The topic of quantitative business modeling is relevant to all business professionals. Management in today's turbulent economic times requires a full breadth of management skills and capabilities. This course provides comprehensive coverage of both traditional management skills and new competencies needed in a turbulent environment characterized by economic turmoil and general uncertainty of the future. This course is designed for any manager who is engaged in solving difficult business problems. The key to problem solving is knowing how to select and then use the right tools. The primary goals of this course are to provide a variety of quantitative models that should be useful in solving business problems, explain how they work, and show how the decision maker can apply and interpret them. This course covers various topics, such as Linear Programming, Sensitivity Analysis, Network Models, Integer Programming, Nonlinear Programming, and Forecasting. Spreadsheet-based tools and techniques will be extensively utilized in building various decision models for effective decision making in this course. Because Excel currently offers the best collection of built-in analytical capabilities, it will be used with this course. Prior experience with Excel is certainly helpful, but it is not required. Prerequisites: Admission to the MBA program and ECON 506. S,SS.
MGMT 505. Organization Leadership and Ethics. 2 Credits.
This course will explore concepts of leadership and ethics in organizations and business. Students will examine major theories of leadership and their application to practice in groups and organizations, models of ethical thinking and behavior, and how managers can effectively lead others in a responsible manner. Prerequisite: Graduate standing.
MGMT 515. Advanced Managerial Theory. 3 Credits.
This course will explore the management of people and organizations. Students will examine concepts of the behavior of individuals and groups within organizations, motivation, decision making, conflict, organization design, and human resource management, and explore the application of theories in management practice. Prerequisite: Graduate standing. F,S.
MGMT 545. Strategic Supply Chain Management. 3 Credits.
Contemporary supply chains are complex systems that must be constantly adapted with the changing environment in which they are functioning. This course will explore the management of supply chains including concepts of supply chain networks, supply chain strategies, and some analytic tools for supply chain performance. It is the vital responsibility of supply chain managers to continuously improve their firm's competitive position in the marketplace. Students will examine how supply chains can be organized effectively (strategic) and efficiently (operational) in order to satisfy the market, customer demand, and supply chain trading partners. Prerequisites: Admission to the MBA program and completion of "Business Math and Statistics" course from Ivy Software.
MGMT 575. Special Topics. 3 Credits.
Specific topic will vary from offering to offering at the discretion of the department. Departmental permission will be required for enrollment. Prerequisites and/or corequisites may be required depending upon the special topic selected. Course may be repeated up to a total of 9 credits with permission of department. Prerequisites: Departmental permission. Repeatable to 9 credits.
MGMT 585. Advanced Strategic Management. 3 Credits.
An integrating course designed to develop coordinating ability and experience in the decision-making process. Taught from the point of view of the top management and by the case method, the course develops understanding of an overall point of view, through analysis of actual business situations, and an appreciation of the relations of the production department to other departments and to the business as a whole. Concluding cases place emphasis on the responsibilities of business enterprise to the community and to society generally. Prerequisites: ACCT 509, MGMT 515, MRKT 510 and FIN 501, or consent of instructor.
MGMT 596. Individual Research. 2-4 Credits.
MGMT 597. Readings in Management. 1-3 Credits.
MGMT 996. Continuing Enrollment. 1-12 Credits.
MGMT 997. Independent Study. 2 Credits.
MGMT 998. Thesis. 1-15 Credits.


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Genome-wide meta-analysis identifies 56 bone mineral density loci and reveals 14 loci associated with risk of fracture
Bone mineral density (BMD) is the most widely used predictor of fracture risk. We performed the largest meta-analysis to date on lumbar spine and femoral neck BMD, including 17 genome-wide association studies and 32,961 individuals of European and east Asian ancestry. We tested the top BMD-associated markers for replication in 50,933 independent subjects and for association with risk of low-trauma fracture in 31,016 individuals with a history of fracture (cases) and 102,444 controls. We identified 56 loci (32 new) associated with BMD at genome-wide significance (P < 5 x 10(-8)). Several of these factors cluster within the RANK-RANKL-OPG, mesenchymal stem cell differentiation, endochondral ossification and Wnt signaling pathways. However, we also discovered loci that were localized to genes not known to have a role in bone biology. Fourteen BMD-associated loci were also associated with fracture risk (P < 5 x 10(-4), Bonferroni corrected), of which six reached P < 5 x 10(-8), including at 18p11.21 (FAM210A), 7q21.3 (SLC25A13), 11q13.2 (LRP5), 4q22.1 (MEPE), 2p16.2 (SPTBN1) and 10q21.1 (DKK1). These findings shed light on the genetic architecture and pathophysiological mechanisms underlying BMD variation and fracture susceptibility. Nat Genet. 2012 Apr 15;44(5):491-501. doi: 10.1038/ng.2249.
1546-1718 (Electronic) 1061-4036 (Linking)
Estrada, K.; Styrkarsdottir, U.; Evangelou, E.; Hsu, Y. H.; Duncan, E. L.; Ntzani, E. E.; Oei, L.; Albagha, O. M.; Amin, N.; Kemp, J. P.; Koller, D. L.; Li, G.; Liu, C. T.; Minster, R. L.; Moayyeri, A.; Vandenput, L.; Willner, D.; Xiao, S. M.; Yerges-Armstrong, L. M.; Zheng, H. F.; Alonso, N.; Eriksson, J.; Kammerer, C. M.; Kaptoge, S. K.; Leo, P. J.; Thorleifsson, G.; Wilson, S. G.; Wilson, J. F.; Aalto, V.; Alen, M.; Aragaki, A. K.; Aspelund, T.; Center, J. R.; Dailiana, Z.; Duggan, D. J.; Garcia, M.; Garcia-Giralt, N.; Giroux, S.; Hallmans, G.; Hocking, L. J.; Husted, L. B.; Jameson, K. A.; Khusainova, R.; Kim, G. S.; Kooperberg, C.; Koromila, T.; Kruk, M.; Laaksonen, M.; Lacroix, A. Z.; Lee, S. H.; Leung, P. C.; Lewis, J. R.; Masi, L.; Mencej-Bedrac, S.; Nguyen, T. V.; Nogues, X.; Patel, M. S.; Prezelj, J.; Rose, L. M.; Scollen, S.; Siggeirsdottir, K.; Smith, A. V.; Svensson, O.; Trompet, S.; Trummer, O.; van Schoor, N. M.; Woo, J.; Zhu, K.; Balcells, S.; Brandi, M. L.; Buckley, B. M.; Cheng, S.; Christiansen, C.; Cooper, C.; Dedoussis, G.; Ford, I.; Frost, M.; Goltzman, D.; Gonzalez-Macias, J.; Kahonen, M.; Karlsson, M.; Khusnutdinova, E.; Koh, J. M.; Kollia, P.; Langdahl, B. L.; Leslie, W. D.; Lips, P.; Ljunggren, O.; Lorenc, R. S.; Marc, J.; Mellstrom, D.; Obermayer-Pietsch, B.; Olmos, J. M.; Pettersson-Kymmer, U.; Reid, D. M.; Riancho, J. A.; Ridker, P. M.; Rousseau, F.; Slagboom, P. E.; Tang, N. L., et al.;
NATURE GENETICS
https://publications.gimr.garvan.org.au/open-access/11463