The Center for Health Value Innovation (www.vbhealth.org), the nation’s premier organization dedicated to establishing value and producing evidence for sustainable health and financial improvement, has appointed Fred Williams, director of health benefits management at Quest Diagnostics Incorporated, to its board of directors. Quest Diagnostics, the nation’s leading provider of diagnostic testing, information, and services and a member organization of the Center, was recently awarded the National Business Group on Health (NBGH) 2008 Best Employers for Healthy Lifestyles Gold Award for its HealthyQuest employee wellness program.

According to Cyndy Nayer, founder and executive director of the Center, “Fred Williams and Quest Diagnostics make brilliant additions to our organization at a time when we are seeing a burgeoning demand for the Center’s analytic tools and educational programs. More and more, it’s become not just about taming the healthcare cost trend but about investing in people’s lives.”

Williams, a 30-year veteran in employee benefits management, commented on the appointment, “Quest Diagnostics and the Center share a mission to innovate, implement, and measure the success of lifestyle improvement programs designed to encourage healthier lifestyles for employees. I am honored to serve in a leadership role and look forward to working with the Center and its members to help accelerate the introduction and adoption of employee wellness best practices.”

He added, “Value-based health design helps employers like us to expand upon our efforts to educate individuals about their personal health risk factors. When we help people to understand their daily behaviors, they are better equipped to adopt new behaviors for better health. It’s about making a real difference in our employees’ lives by making their choices simpler and more intuitive.”

Quest Diagnostics’ HealthyQuest initiative provides employees and their spouses or domestic partners with the information they need to make healthcare and lifestyle choices leading to better health. The program is based largely on the company’s Blueprint for Wellness(TM) risk assessment product, which combines behavior and lifestyle choices with diagnostic test results to produce a personalized report identifying health risks and opportunities for improvement. Between 2005 and 2007, Quest Diagnostics’ HealthyQuest program helped its participants to substantially lower their health risks by adopting more healthful behaviors, such as quitting smoking and exercising more frequently. Today, more than 70 percent of participants have achieved an assessment rating that indicates a low risk of developing major health problems, compared to 60 percent when the program began.

Williams explained, “Like the Center, we have been looking at healthcare in new ways and taking what we’ve learned directly to our employees. It has made an enormous difference in helping employees make important lifestyle changes, anticipating major medical problems, like diabetes, becoming more compliant with colorectal cancer screening, and helping change harmful behaviors, such as smoking.”

Member inquiries: www.vbhealth.org or [email protected].

About The Center for Health Value Innovation

Launched in 2007, The Center for Health Value Innovation is a not-for-profit (501c3) organization representing industry stakeholders committed to sharing the evidence that value-based health designs improve health status and reduce health cost inflation. Visit www.vbhealth.org.

About Quest Diagnostics

Quest Diagnostics is the leading provider of diagnostic testing, information and services that patients and doctors need to make better healthcare decisions. The company offers the broadest access to diagnostic testing services through its national network of laboratories and patient service centers, and provides interpretive consultation through its extensive medical and scientific staff. Quest Diagnostics is a pioneer in developing innovative new diagnostic tests and advanced healthcare information technology solutions that help improve patient care. Additional company information is available at: www.questdiagnostics.com.

Take Care Health Systems, one of the largest managers of convenient care clinics and a wholly-owned subsidiary of Walgreens (NYSE, NASDAQ: WAG), has opened three Take Care Clinics at Walgreens drugstores in Wichita. The clinics are walk-in, professional health care centers open seven days a week with extended evening and weekend hours. Take Care Health Systems now has 15 clinics in the region, including 12 in the Kansas City metro area. Additional expansion is planned for the state this year, including three additional sites in Wichita, expansion in Kansas City and a new market launch in Topeka.

“Take Care Clinics bring a high-quality, affordable and convenient healthcare option to the communities where we operate,” said Peter Miller, Take Care Health Systems’ President and CEO. “As one of our first and most established markets, Kansas City has shown incredible growth, driven by patient awareness and acceptance of our model. We look forward to serving even more Kansas residents with our launch in Wichita.”

Take Care Clinics in Wichita are staffed by board-certified family nurse practitioners who treat patients 18 months and older for common illnesses such as strep throat, ear and sinus infections, pink eye and poison ivy, and are licensed to write prescriptions that can be filled at the patient’s pharmacy of choice. Take Care Nurse Practitioners also provide school, sports and camp physicals and offer vaccinations for flu, hepatitis B, meningitis and tetanus.

Clinics have two patient examination rooms, exam tables, sinks, innovative patient registration kiosks and electronic medical record technology for visit documentation. Clinics are open Monday-Friday, 8 a.m. – 7:30 p.m.; Saturday and Sunday, 9:30 a.m. – 5 p.m., and are located at the following Walgreens drugstores in Wichita:

 -- Wichita - 710 N. West Street     -- Wichita - 5505 E. Harry Street -- Wichita - 9525 E. 21st Street N. 

Three additional clinics are planned to open by the end of the year at the following Walgreens drugstores:

 -- Wichita - 555 N. Maize Road      -- Wichita - 333 W. 13th Street N. -- Wichita - 3770 N. Woodlawn Street 

Take Care Health Systems has partnered with numerous insurers including Aetna, CIGNA, Coventry, Humana, Multiplan/PHCS, UnitedHealthcare, and traditional Medicare and Medicaid. If insured by one of these plans, patients pay their regular co-pay or coinsurance amount. For the uninsured or cash payers, prices average $59-$74 and are listed on clinic sign-in kiosks.

“Since our first clinic opened in November 2005, Take Care Nurse Practitioners have treated nearly 600,000 patients nationwide,” said Nancy Zaner, Regional Nurse Practitioner for Take Care Health’s West/Southwest Region, including the Kansas markets. “Take Care Nurse Practitioners integrate with the local medical community to coordinate care for patients and provide an excellent healthcare experience.”

Take Care Nurse Practitioners encourage all patients to have a health care home, a provider they see routinely for on-going medical needs and routine exams. If a patient’s condition falls outside of the scope of service at the clinic, the patient is referred back to his/her primary care provider for follow-on care. If a patient does not have a primary care provider, nurse practitioners will offer a list of providers in the area accepting new patients. Take Care Nurse Practitioners collaborate with local physicians who are available for consultation at all times the nurse practitioner is treating a patient. Collaborating physicians and other local providers work with Take Care Nurse Practitioners to accept patient referrals.

Take Care Health Systems uses nationally recognized, evidence-based clinical guidelines for treatment and electronic medical record technology allowing patients to take visit records to other providers, promoting continuity of care. Take Care Nurse Practitioners follow quality and safety standards as outlined by the Convenient Care Association, the industry’s trade association.

Take Care Health Systems is part of Walgreens new Health and Wellness division, alongside Walgreens recently acquired I-trax/CHD Meridian Healthcare and Whole Health Management, providers of worksite health centers that operate under the name Take Care Employer Solutions. Including Take Care Clinics, the Walgreens Health and Wellness division manages approximately 550 worksite health and wellness centers and retail health clinics.

Take Care Health Systems currently manages 197 clinics in 24 markets throughout 14 states, including Atlanta, Chicago, Cincinnati, Cleveland, Columbus, Denver, Green Bay, Wis., Houston, Kansas City, Las Vegas, Madison, Wis., Miami, Milwaukee, Nashville, Tenn., Orlando, Fla., Oshkosh, Wis., Peoria, Ill., Pittsburgh, Rockford, Ill., St. Louis, Tampa, Fla., Tucson, Ariz., West Palm Beach, Fla. and Wichita, Kan.

About Take Care Health Systems(SM)

Take Care Health Systems (www.takecarehealth.com), a wholly-owned subsidiary of Walgreens, is part of Walgreens Health and Wellness division, which includes Take Care Consumer Solutions, managers of convenient care clinics located at Walgreens drugstores nationwide, and Take Care Employer Solutions, managers of worksite-based health and wellness services. The company combines best practices in health care and the expertise and personal care of providers to deliver access to high-quality, affordable and convenient health care to all individuals. The Take Care Consumer Solutions group currently manages 197 Take Care Clinics in 24 markets throughout 14 states, with plans to have approximately 400 clinics in operation by the end of 2008. Patient care at each of the Take Care Clinics is provided by Take Care Health Services, an independently owned state professional corporation established in each market. Take Care Employer Solutions manages primary care, health and wellness and occupational health centers at 355 employer campuses across more than 170 clients in 44 states, including the District of Columbia and Guam, with approximately 400 sites projected by the end of 2008.

About Walgreens

Walgreens (www.walgreens.com) is the nation’s largest drugstore chain with fiscal 2007 sales of $53.8 billion. The company operates 6,356 drugstores in 49 states, the District of Columbia and Puerto Rico. Walgreens provides the most convenient access to consumer goods and cost-effective health care services in America through its retail drugstores, Walgreens Health Services division and Walgreens Health and Wellness division. Walgreens Health Services assists pharmacy patients and prescription drug and medical plans through Walgreens Health Initiatives Inc. (a pharmacy benefit manager), Walgreens Mail Service Inc., Walgreens Home Care Inc., Walgreens Specialty Pharmacy LLC and SeniorMed LLC (a pharmacy provider to long-term care facilities). Walgreens Health and Wellness division includes Take Care Health Systems, which is comprised of: Take Care Consumer Solutions, managers of 197 convenient care clinics at Walgreens drugstores, and Take Care Employer Solutions, managers of worksite-based health and wellness services at 355 employer campuses.

Ascom (US) Inc., a leading provider of on-site wireless communications solutions, is pleased to announce that it has been selected as the VoWiFi wireless handset and messaging middleware vendor of choice for Carolinas HealthCare System (CHS), the third largest public healthcare system in the United States. CHS and its flagship hospital, Carolinas Medical Center, are using Ascom’s FreeNET VoWiFi standards-based system to provide quicker response and improved communication for clinical caregivers. When complete in late 2008, it is expected that CHS will have one of the largest, most expansive healthcare industry deployments of VoWiFi wireless handsets in the country.

“When evaluating the on-site wireless market for healthcare, we were looking for a partner that was flexible enough to provide innovative solutions for our dynamic environment,” said Clay Fisher, Director at CHS. “After extensive research and testing, we determined that Ascom’s purpose-built wireless handsets would be able to withstand the rigors of our clinical environment. Using Ascom’s UNITE Messaging Suite, the handsets integrate seamlessly with our nurse call and pulse oximetry systems, allowing for our caregivers to automatically receive necessary alerts and critical information immediately as needed. The combined solutions have allowed our clinicians to communicate more quickly, increasing overall efficiency. As a result, clinician response time has shortened and significant time losses in the workflow have been eliminated. More specifically, the deployments have resulted in an average time savings of 30 minutes per care-giver per shift – which has directly attributed to an increase of key patient satisfaction scores by upwards of 10%.”

“We are honored to assist Carolinas HealthCare System in its mission to create and operate a comprehensive system to provide healthcare and related services for the benefit of the people it serves,” said Tom McKearney, Executive Vice President of Marketing & Business Development at Ascom. “Ascom prides itself on designing customized solutions for the unique communication needs of each of our customers. Carolinas HealthCare System’s willingness to innovate using technology to redefine patient care and communication workflow has made them an ideal partner. We look forward to our continued innovation working in tandem with the System to take patient care further into the 21st century.”

Ascom is the only wireless provider in the industry that manufactures both purpose-built wireless handsets and middleware allowing seamless integration with existing systems.

The Ascom FreeNET standards-based solution consists of market-specific VoWiFi portable handsets with direct SIP connection or optional VoIP Gateway for integration to an existing circuit-switched PBX. In addition, FreeNET supports IEEE standards, including 802.11b, 802.11g, 802.11e (Quality of Service), and 802.11i (Security). The Ascom i75 handset is the industry’s most robust VoWiFi handset, offering many unique advantages, and full compliance with the very latest IEEE 802.11 and Wi-Fi alliance standards.

The Ascom UNITE Messaging Suite is a robust messaging integration solution consisting of small network appliances with Ascom software applications utilizing a Linux kernel – providing unparalleled reliability and stability. UNITE’s lack of moving parts and open architecture platform provides for more reliable operations that are not susceptible to viruses nor require constant updating.

About Carolinas HealthCare System

Carolinas HealthCare System (www.carolinashealthcare.org) is the largest healthcare system in the Carolinas, and the third largest public system in the nation. CHS owns, leases or manages 23 hospitals in North and South Carolina, including Levine Children’s Hospital in Charlotte and CMC-NorthEast in Concord, a 457-bed medical center which is home to the Jeff Gordon Children’s Hospital.

CHS employs over 1,000 physicians who practice in more than 275 locations. CHS also operates rehabilitation hospitals, nursing homes, ambulatory surgery centers, home health agencies, radiation therapy centers and physical therapy facilities. Together, these operations comprise over 4,900 licensed beds and employ more than 35,000 full-time or part-time employees.

CHS’s flagship facility is Carolinas Medical Center (www.carolinasmedicalcenter.org) in Charlotte, an 874-bed hospital which includes a Level I trauma center, a research institute and a large number of specialty treatment units (heart, cancer, organ transplant, behavioral health, etc.). CMC also serves as one of North Carolina’s five Academic Medical Center Teaching Hospitals, providing residency training for over 200 physicians in 15 specialties. CMC is listed as a “Best Hospital” by U.S. News & World Report for urology, and has been designated 10 times as Charlotte’s “Consumer’s Choice Preferred Hospital” by the National Research Corporation. HealthGrades, a leading healthcare ratings company, named CMC-NorthEast “The Best Hospital in North Carolina” for cardiac services.

About Ascom

Ascom is a leading provider of on-site wireless communications for key segments such as hospitals, manufacturing, retail and hotels. More than 70,000 systems are installed at major companies all over the world. The company offers a broad range of voice and professional messaging solutions, creating value for customers by supporting and optimizing their Mission-Critical Processes. The solutions are based on VoWiFi, IP-DECT, DECT, Nurse Call and paging technologies, smartly integrated into existing enterprise systems. The company has subsidiaries in 10 countries and employs 1,200 people worldwide.

EKR Therapeutics has received approval from the FDA for Cardene I.V. premixed injection, a patented, ready-to-use, single use intravenous bag for the administration of this calcium channel blocker.

The Cardene I.V. 200ml ready-to-use (RTU) bags contain 20mg of the anti-hypertensive agent nicardipine hydrochloride (0.1mg/ml) in either dextrose or sodium chloride.

EKR further noted that it will start taking orders immediately for the new RTU bags of Cardene. The RTU formulations are expected to expand the Cardene franchise which has primarily consisted of sales of ampoules of Cardene I.V.

Howard Weisman, chairman and CEO of EKR Therapeutics, said: “With the addition of the ready-to-use bags, the breadth of our Cardene product offerings has expanded greatly and we foresee opportunities for wider utilization of this anti-hypertensive across a range of acute-care settings.”

SAN DIEGO, Aug. 5 /PRNewswire-FirstCall/ — CardioDynamics , the innovator and leader of BioZ(R) impedance cardiography (ICG) technology, today announced that the Company’s BioZ(R) Dx now seamlessly integrates with General Electric Healthcare’s Centricity(R) electronic medical record (EMR) system.

The Company released this week its latest version of BioZport(R) ICG data management software which includes capabilities to automatically integrate and transfer BioZ(R) ICG data from the BioZ(R) Dx to GE Healthcare’s Centricity(R) EMR system. This is a strategic advancement for the Company’s flagship product as EMR interface and paperless workflow are increasingly becoming necessities to the outpatient physician when making decisions on new medical technologies. Currently, it is estimated that 24% of U.S. outpatient physicians utilize an EMR system. Medical device to EMR interface capability will continue to grow in importance as U.S. outpatient-based physician use of EMR is forecasted to grow at over 16% per year through 2013.

Michael K. Perry, CardioDynamics Chief Executive Officer, stated, “We are extremely pleased to release our initial BioZ ICG direct EMR interface. EMR is a driving, essential factor in the majority of medical device decisions for early adopter physicians and large physician practices. Interfacing with our long-time partner, GE Healthcare, whose Centricity(R) system has nearly 10% share in our sizable outpatient physician market, is a great accomplishment for our company, customers, prospective customers and investors.”

Perry continued, “Our EMR strategy is to partner with the top 10% to 15% of EMR suppliers, who collectively have 80% of U.S. outpatient market share. Allscripts, the second largest outpatient EMR provider, with over 12% market share, is our next planned interface. With increasing penetration rates for both ICG and EMR, interface capability should further accelerate the adoption of ICG and supports our long-term vision that BioZ ICG is present in every physician office that prescribes cardiovascular medicine for heart failure, shortness of breath and high blood pressure patients.”

BioZ ICG technology presently resides in approximately one out of every six (16%) cardiology offices as well as one out of every five (20%) outpatient heart failure clinics in the United States with over one million BioZ tests performed annually.

   For further information, please contact Emma Brejwo at [email protected].    About CardioDynamics:  

CardioDynamics , the ICG Company, is the innovator and leader of an important medical technology called BioZ(R) Impedance Cardiography (ICG). The Company develops, manufactures and markets noninvasive BioZ(R) ICG products and medical device electrodes. The Company’s BioZ(R) ICG Systems are being used by physicians around the world to help battle the number one killer of men and women — cardiovascular disease. Partners include GE Healthcare, Philips Medical Systems, and Mindray. For additional information, please refer to the company’s Web site at http://www.cdic.com/.

Forward-Looking (Safe Harbor) Statement:

Except for the historical and factual information contained herein, this press release contains forward-looking statements, the accuracy of which is necessarily subject to uncertainties and risks including the Company’s sole dependence on the BioZ(R) product line, and various uncertainties characteristic of early growth companies, as well as other risks detailed in the Company’s filings with the SEC, including its 2007 Form 10-K. The Company does not undertake to update the disclosures contained in this press release.

CardioDynamics

CONTACT: Emma Brejwo, Investor Relations Associate of CardioDynamics,1-800-778-4825, Ext. 1031, [email protected]

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

Women with breasts that are too large for their frame often turn to breast reduction procedures to balance out their figure. Dr. Zarrabi now offers the vertical breast reduction procedure, allowing patients to achieve balanced proportions and enjoy a healthier, more comfortable lifestyle. Patients suffering from back pain, neck pain, shoulder pain or pain from bra straps are strong candidates for the procedure. Now, breast reduction patients can look forward to a customized treatment at the state-of-the-art surgery center in Santa Monica; Dr. Zarrabi is one of the few Beverly Hills plastic surgeons to offer this innovative procedure.

Vertical breast reduction is often undertaken for both health and aesthetic reasons; since breast reduction surgery is a medical problem, it may be covered by insurance. The vertical breast reduction procedure can make breasts that are asymmetric more even, and can also reduce the size of the areolas to create a more youthful appearance. The procedure is completed with special techniques to ensure minimal scarring and natural-looking results. Dr. Zarrabi has become an expert in the field of breast enhancement and body contouring, and the vertical breast reduction procedures is just one of several techniques used for breast enhancement.

The majority of today’s innovative breast reduction procedures are performed in a hospital or surgery center. Dr. Zarrabi is one Beverly Hills plastic surgeon who offers the treatment at an exclusive Santa Monica patient facility; patients have an opportunity to recover at nearby hotels or after-care facilities in the Santa Monica area.

Many women suffering from back pain, shoulder pain and overall fatigue can enjoy a more comfortable lifestyle after a breast reduction procedure. The vertical breast lift procedure offered at Dr. Zarrabi’s office gives women a chance to enhance their figure and their lifestyle. Dr. Zarrabi’s expertise and state-of-the-art treatment facility allows breast reduction patients to undergo a successful treatment and recover with ease.

About Dr. Zarrabi

Dr. Michael Zarrabi (www.drzarrabi.com) is a Board Certified Plastic and Reconstructive Surgeon. He has built his career to become a leading Santa Monica cosmetic surgeon, and specializes in all aspects of facial rejuvenation, body contouring, breast augmentation and skin reduction. As a top Santa Monica plastic surgeon, Dr. Zarrabi offers personalized treatments where each patient can experience individualized operative care for their specific needs.

 MEDIA CONTACT: Joshua Pourgol Email Contact (310) 858-5557  

SOURCE: Dr. Michael Zarrabi

ZoomMed (TSX VENTURE: ZMD) – developer of ZRx Prescriber has partnered with Rexall, to introduce an e-prescribing pilot program in selected Rexall and Rexall Pharma Plus pharmacies beginning this summer in Toronto, Mississauga, Keswick, Edmonton, and Calgary to improve communication processes between pharmacists and physicians.

“This agreement between ZoomMed and Rexall aims to integrate the ZRx Prescriber solution to the Rexall dispensary application (ProPharm) and launch the connection between the growing number of doctors (almost 2,000 in Canada) who have chosen ZoomMed’s ZRx Prescriber and selected Rexall pharmacies.” stated Mr. Yves Marmet, President and Chief Executive Officer of ZoomMed Inc. “Katz Group Canada Ltd. Network, the “Rexall family of pharmacies” includes 1,700 pharmacies across Canada. In line with our business plan, Rexall’s strong presence in the western provinces, will strengthen and accelerate our next major deployment of the ZRx Prescriber out west.” added Mr. Yves Marmet.

“One of the greatest investments we can make to improve patient care is in technology. This is one of our key focuses at Rexall,” said James Beaumariage, Senior Vice President, Pharmacy, Rexall. “We look forward to collaborating with ZoomMed and strengthening our ability to provide the best possible patient care in our pharmacies with e-prescribing.”

“There are proven benefits to the patient from e-prescribing including the potential to reduce the incidence of medication and dispensing errors due to illegible prescriptions. Technological advances such as this can further integrate health care delivery between professionals to the advantage of the patient. I am impressed that a national chain such as Rexall is taking such a progressive initiative into their community pharmacies. It has the promise to substantially improve care,” said Dr. Arif Bhimji, President of Medicentres, a network of 24 medical clinics in Edmonton and Calgary.

E-prescribing, a convenient way for physicians to send patient prescription information to their pharmacy electronically using a PDA, has been found to cut total prescribing errors by 66%, dosing errors by 43% and reduce events where patients were harmed by 37%. In Canada, there is an estimated cost of $613 million per year as a result of medication errors. It is believed that 150,000 people are hospitalized each year due to medication errors resulting in 700 deaths. E-prescribing has also been shown to increase patient medication adherence by more than 11%, a critical component to a patient’s overall health.(i)

About ZoomMed and the ZRx Prescriber

The “ZRx Prescriber” is a Web application that runs on a pocket computer or a PC. The tool is used by physicians to fill out prescriptions and make them available to pharmacists, who can view them online via unique barcodes and confirm them using the physician’s signed copy. The ” ZRx Prescriber ” also gives physicians access to a portable source of medical information generated by the pharmaceutical companies and private or public organizations that use this revolutionary new communication tool. Thanks to the ” ZRx Prescriber “, thousands of Canadian physicians can now have access to vital information such as clinical studies, scientific discoveries, new product launches, medical training information and major medical alerts.

About Katz Group Canada Ltd. and Rexall

Established in 1990, Katz Group is one of Canada’s largest privately owned companies, among the largest chain drug store companies in North America and the largest pharmacy retail network in Canada. Pharmacy banners Rexall, Pharma Plus, The Medicine Shoppe Pharmacy, Guardian, and I.D.A. in Canada. Katz Group also owns Drug Trading Company Limited, and ProPharm Limited. Rexall Brand is Katz Group’s exclusive private label brand, available in all Katz Group banner pharmacies in Canada. “Rexall family of pharmacies” is Katz Group’s umbrella brand uniting Katz Group’s core banner pharmacies in Canada under one nationally recognized symbol of excellence in pharmacy care.

(i) Sources available upon request.

The TSX Venture Exchange does not assume any responsibility for the adequacy or accuracy of this press release.

 Contacts: ZoomMed Yves Marmet President and Chief Executive Officer 450-678-5457 (228) [email protected]www.zoommed.com  Rexall Michelle Lee 905-501-7894 [email protected]www.rexall.ca

SOURCE: ZoomMed Inc.

NEW YORK, Aug. 5 /PRNewswire-FirstCall/ — NeoStem, Inc. announced today that the new Southern Florida stem cell collection center located in Coral Gables, a suburb of Miami, is targeted to open in September. The center is being opened pursuant to an agreement with CelVida LLC. With the opening of this center, NeoStem has secured a key geographic stronghold in an area that is open to a large U.S. market as well as a growing sophisticated South American presence.

Chester Amedia, Jr. MD, FACP, is the Founder and President of CelVida LLC and has had extensive business and patient care experience in the fields of disease management and extracorporeal therapy. “We are thrilled to be part of what many believe to be an emerging “Stem Cell Revolution” and have chosen to strategically align with NeoStem to provide individuals looking for a proactive approach to their future medical care the opportunity to have their stem cells collected and preserved for use in the future in the event of medical need,” stated Dr. Amedia. “It is estimated that by 2017 there will be as many as 2 million annual procedures that will include stem cell based therapies for diabetes, orthopedic injuries, cardiovascular disease, inflammatory diseases, among others.”

“We are thrilled to be working with such an accomplished physician who has demonstrated success in building a flourishing medical business. We believe that patient specific stem cell collection and storage one day will be viewed as being as routine as securing health insurance. We continue to see an abundance of evidence in the scientific literature as data from clinical trials supports the proposition that autologous adult stem cell therapies are emerging as an important measure in repairing degenerated, damaged and diseased tissue (the three “Ds” of aging),” said Robin Smith, MD, CEO of NeoStem.

About CelVida LLC

CelVida was organized to develop a network of personal self-care centers in key metropolitan markets around the country. The CelVida network intends to make the simple process of stem cell collection and storage available to individuals proactively seeking healthcare options that embrace new technologies.

About NeoStem, Inc.

NeoStem is managing a network of adult stem cell collection centers, enabling people (through its proprietary technology) to donate and store their own (autologous) stem cells when they are young and/or relatively healthy for their personal use in times of future medical need. The Company has also recently entered into research and development through the acquisition of a worldwide exclusive license to technology to identify and isolate VSELs (very small embryonic-like stem cells), which have been shown to have several physical characteristics that are generally found in embryonic stem cells.

Forward-Looking Statements

This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements reflect management’s current expectations, as of the date of this press release, and involve certain risks and uncertainties. The Company’s actual results could differ materially from those anticipated in these forward-looking statements as a result of various factors. Factors that could cause future results to materially differ from the recent results or those projected in forward-looking statements include the “Risk Factors” described in the Company’s periodic filings with the Securities and Exchange Commission.

    Contact:    NeoStem, Inc.    Robin Smith, Chief Executive Officer    T: 212-584-4180    E: [email protected]    http://www.neostem.com/  

NeoStem, Inc.

CONTACT: Robin Smith, Chief Executive Officer of NeoStem, Inc.,+1-212-584-4180, [email protected]

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

SOMERSET, N.J., Aug. 5 /PRNewswire/ — Thoracic Group, P.A. (http://www.thoracicgroup.com/), a provider of general thoracic surgical services and a national leader of minimally-invasive video assisted thoracic surgery (VATS), has announced the successful completion of its 5,000th VATS surgical procedure. Highly beneficial in its ability to reduce incision size, hospital stay, associated complications and related chronic chest pain as compared to traditional open chest surgery (i.e., thoracotomy), this specific technique employs just four minimal incisions and allows surgeons to execute a variety of chest procedures via videoscope. Led by VATS pioneers Robert J. Caccavale, M.D. and Jean-Philippe Bocage, M.D., Thoracic Group, P.A. began employing the technique in 1990 and currently uses it in over 99 percent of its procedures.

Used to operate on the lung, mediastinum and pleura to treat conditions such as cancer, pneumothorax, infection and cysts, VATS provides patients with significant, measurable benefits including:

— Just four one inch incisions (a traditional thoracotomy requires an incision of 10-14 inches as well as unavoidable rib injury and muscle damage)

— An approximated two day hospital stay (patients of a typical thoracotomy require stays of 7-10 days)

— An 80 percent reduction in recovery time as compared to the traditional thoracotomy

— A significantly reduced complication rate due to minimal invasion (less than five percent of VATS patients experience post-surgery complications compared to 30 percent of thoracotomy patients)

“The completion of our 5,000th VATS procedure is a significant milestone not only for our practice and the medical community but also for the scores of people who suffer from an array of thoracic ailments,” said Robert J. Caccavale, M.D., Thoracic Group, P.A. surgeon. “For all potential patients — particularly those deemed ineligible for a traditional thoracotomy due to certain risk factors and co-existing medical conditions — VATS presents not just an alternative option but oftentimes a better choice for treatment, providing greater effectiveness and faster recovery.”

VATS is performed using a small video camera attached to a thoracoscope, which is introduced to the patient’s chest through one of four small incisions. The video camera then transmits magnified images of the operative area onto strategically positioned monitors in the operating room. Concurrently, the three remaining incisions serve as entry ports for the surgical instruments necessary to carry out the procedure.

Operating as a surgical team for over 15 years, the unique collaborative approach of Dr. Bocage and Dr. Caccavale has enabled them to reach this milestone in a faster timeframe than would be possible by individual surgeons who chose to conduct VATS procedures with only nurses, residents, and assistants by their side. Operating together, the duo finds that the procedures progress not only faster, but much safer — as each highly experienced surgeon is able to work independently on either side of the patient’s body, and accomplish with four hands what typically relies on only two hands to achieve.

“We feel it is of the utmost importance that patients requiring thoracic surgery know that the VATS procedure is a superior alternative to the traditional thoracotomy — it is proven method with proven benefits,” said Jean-Philippe Bocage, M.D., Thoracic Group, P.A. surgeon. “There are a number of co-existing or debilitating conditions such as cardiac disease, diabetes or osteoporosis that can prohibit traditional open surgery. What we want to communicate is that VATS allows thoracic surgery patients to return to their normal life much faster than would be possible under the circumstances of a traditional thoracotomy.”

About Thoracic Group, P.A.

Centrally headquartered in Somerset, New Jersey, Thoracic Group, P.A. is one of the country’s leading providers of general thoracic and surgical services and is nationally renowned for developing and performing Video Assisted Thoracic Surgery (VATS). Led by surgeons Robert J Caccavale, M.D. and Jean-Philippe Bocage, M.D., the practice has successfully conducted more than 5,000 VATS surgeries since 1990 on patients from across the U.S. suffering from a variety of ailments including various cancers and infections, pneumothorax, emphysema, cysts and other thoracic disorders.

Thoracic Group, P.A. is affiliated with three medical centers: Somerset Medical Center, St. Peter’s University Hospital, and Robert Wood Johnson University Hospital; and two cancer centers: Steeplechase Cancer Center and the Cancer Institute of New Jersey. For more information, visit http://www.thoracicgroup.com/ or call (800) 396-0122.

Thoracic Group, P.A.

CONTACT: Kevin McLaughlin, +1-609-279-0050 x 102,[email protected], for Thoracic Group, P.A.

Web Site: http://www.thoracicgroup.com/

STOCKTON-ON-TEES, England, August 5 /PRNewswire/ — A scientist has revealed how people could extend their lives by as much as 30 years in his extraordinary new book, The Anti-Ageing Protocol – a formula that is set to radically change our views – and experiences – of old age.

Dr. Malcolm Goyns, a leading scientist in the field of ageing research has discovered a unique dietary protocol that slows ageing and also has a prolonged anti-obesity effect. While conducting ground-breaking research into calorie restriction (CR) diets and their effect on ageing in rodents, Dr. Goyns and his collaborators found that alpha-lipoic acid (ALA) can mimic the CR diet’s life-extending effects if used as part of a particular dietary protocol. This work has just been published in the scientific journal ‘Mechanisms of Ageing & Development’.

Dr. Goyns describes in his book how anyone can adopt this protocol and predicted they will live a longer, healthier and more productive life. Dr. Goyns explained: “The anti-ageing protocol originated from a totally unexpected finding in our scientific study. CR diets are known to greatly extend the life spans of mammals, including humans such as those in Okinawa, Japan. Our experiments with rodents found that after a short period of CR dieting the animals could be allowed to feed freely and still show extended life, if their food was supplemented with ALA. What was equally surprising was that a prolonged anti-obesity effect also occurred. These observations provide exciting opportunities for anyone who wants a longer healthier life.”

Further information on The Anti-Ageing Protocol can be obtained by email [email protected]. A copy of the book (which is priced at $28) can be obtained from any good bookshop or Amazon.

   Dr. Goyns is available for media interviews to discuss the Protocol.   Notes to Editors   About the author  

Malcolm H. Goyns has over 30 years experience researching ageing and cancer. He obtained his Ph.D. at Cambridge University and held several research posts before being appointed Professor in Biogerontology at Sunderland University, England. He has published over 160 scientific review articles, research papers and conference abstracts and will publish The Cancer Challenge next month; a book that explains how lifestyle choices affect the risk of developing cancer. Malcolm is currently Director of Immorgene Concepts Limited.

Dr. Malcolm Goyns

CONTACT: Press Contact: Marie Carter on +44-191-373-7830 or+44-776-0477694

Pervasis Therapeutics, Inc., a biotechnology company pioneering regenerative biologically active therapies and devices to treat serious illnesses, today announced the appointment of Frank Litvack, M.D., Professor, David Geffen School of Medicine, University of California, Los Angeles, and former chairman and chief executive officer of Conor Medsystems, to its Board of Directors.

“We are very pleased to welcome Dr. Litvack to our Board of Directors,” said Stephen Bollinger, president and chief operating officer of Pervasis Therapeutics. “Frank brings extensive experience effectuating business development deals in emerging biotechnology companies, as well as strong leadership in the internal medicine and cardiovascular fields. His impressive entrepreneurial spirit, most recently proven through his leadership at Conor Medsystems during its acquisition by Johnson & Johnson, will be a tremendous asset to Pervasis as the Company continues to execute its business strategy.”

“I am thrilled to join the Pervasis Board and look forward to working with the world-class team that Pervasis has assembled on its Board of Directors and Scientific Advisory Board,” commented Dr. Litvack. “Pervasis is conducting groundbreaking research and clinical trials advancing the science of vascular regenerative medicine. The Company’s lead product candidate, Vascugel(R), has enormous potential to revolutionize the treatment of vascular injury, and I look forward to being a part of this important mission.”

Dr. Litvack is an accomplished veteran of the healthcare industry having orchestrated the founding, development or sale of several medical technology companies including Progressive Angioplasty Systems, Savacor, and most recently the $1.4 billion acquisition of Conor Medsystems by Johnson & Johnson. Currently, Dr. Litvack is board certified in three specialties: internal medicine, cardiovascular diseases and interventional cardiology. He received his undergraduate and medical degrees at McGill University where he completed his residency in internal medicine. Dr. Litvack completed his cardiovascular fellowship at Cedars-Sinai in Los Angeles in 1985, and went on to serve as co-director at the Cardiovascular Intervention Center at Cedars-Sinai Medical Center in Los Angeles from 1986 to 2000. During his academic medical career, he authored and published more than 100 research articles focusing on translational research involving novel therapies for patients with coronary artery and valvular heart disease. Dr. Litvack is an inductee in the NASA Space Technology Hall of Fame for his work translating laser technology from the Jet Propulsion Laboratories into the clinic. Dr. Litvack currently maintains a small consultative medical practice in Los Angeles and remains active as an investor and entrepreneur.

About Vascugel(R)

Vascugel(R) is a novel and unique allogeneic cell therapy product under investigation for enhancing repair, extending patency and vascular health. Vascugel(R) builds on concepts of tissue engineering to enable implantation of allogeneic endothelial cells in a controlled state. When wrapped around an injured blood vessel, Vascugel(R) endothelial cells provide growth regulatory compounds to the underlying blood vessel, which may promote a natural healing process and prevent excessive scar tissue formation, inflammation and thrombosis. Vascugel(R) has been studied in two Phase 2 clinical trials in patients with End Stage Renal Disease with data expected before the end of 2008.

About Pervasis Therapeutics, Inc.

Pervasis Therapeutics, Inc. is a clinical-stage regenerative medicine company developing biologically active therapeutics to address complex diseases and unmet medical needs. The Company has developed a proprietary allogeneic endothelial cell technology to regulate vascular repair and restore natural blood flow to critical organs. Pervasis’ lead product candidate, Vascugel(R), has been studied in two Phase 2 clinical trials in patients with end-stage renal disease (ESRD). Data from these trials are expected before the end of 2008. Vascugel(R) is a cell-based therapeutic matrix developed to reestablish healthy vasculature after vascular injury and promotes natural healing. Pervasis is also exploring broader indications in non-vascular applications, including inflammation, organ transplantation, nerve, wound and bone repair, and oncology. For more information, please visit www.pervasistx.com.

SHELTON, Conn., Aug. 5 /PRNewswire/ — Cara Therapeutics, Inc. today announced completion of a Phase I clinical trial for its second-generation, peripherally acting kappa opioid agonist, CR845, under development for the treatment of acute and chronic pain. The drug candidate was safe and well-tolerated after intravenous infusion, and resulted in plasma levels of CR845 expected to be associated with clinical analgesic activity. In addition, CR845 infusion triggered a quantitative endocrine biomarker of peripheral kappa opioid receptor activation at the lowest dose tested.

The Phase Ia single-center clinical trial evaluated the safety, tolerability, pharmacokinetic profile, and pharmacological activity of CR845 in a double-blind, randomized, placebo-controlled, single escalating intravenous dose study in 54 healthy male and female volunteers. CR845 was shown to be safe at all doses investigated, with no reports of serious side effects or adverse central nervous system activity. Linear, dose-proportional increases in systemic exposure to CR845 were observed. Low doses of CR845 resulted in plasma levels at or above the plasma levels of drug expected to be associated with clinical analgesic efficacy.

The Company plans to advance its intravenous formulation of CR845 into Phase II trials later in 2008. Based on the demonstrated safety, tolerability, and bioactivity of this formulation in Phase I, Cara will continue to develop its oral formulation of CR845 for advancement into Phase I.

About CR845

CR845 was designed to be highly selective for the peripheral kappa opioid receptor, with a prolonged duration of action relative to Cara’s first generation of peripheral kappa opioids. Animal studies indicate that CR845 is effective in reducing pain of inflammatory, neuropathic and visceral origin. The analgesic and anti-inflammatory effects of CR845 lasted for up to 18 hours after a single dose. CR845 was active after intravenous, subcutaneous, or oral administration. Preclinical studies also indicate that CR845 possesses anti-itch properties. Unlike currently marketed opioids, CR845 did not inhibit intestinal transit (ileus), impair breathing, or elicit signs of addiction in animal models. CR845 and related compounds are covered by a recently issued U.S. patent.

About Cara Therapeutics

Cara Therapeutics is a privately held biotechnology company focused on developing novel, superior therapeutics to treat pain and inflammation associated with diverse medical conditions. Cara’s current pipeline includes near-term clinical drug candidates within multiple classes of peripherally-acting analgesics. Cara also plans to develop entirely novel classes of analgesics that emerge from its proprietary GPCR DimerScreen(TM) technology.

Forward-Looking Statements

Certain statements in this press release are forward-looking statements that involve a number of risks and uncertainties. Such forward-looking statements include statements relating to the therapeutic applications of CR845 and about Cara’s strategy, technologies, pre-clinical and clinical programs, and ability to identify and develop drugs, as well as other statements that are not historical facts. Actual events or results may differ materially from Cara’s expectations. Factors that could cause actual results to differ materially from the forward-looking statements include, but are not limited to, the timing, success and cost of Cara’s research and clinical studies and Cara’s ability to obtain additional financing. These forward-looking statements represent Cara’s judgment as of the date of this release. Cara disclaims any intent or obligation to update these forward-looking statements.

Cara Therapeutics, Inc.

CONTACT: Derek Chalmers, President & CEO of Cara Therapeutics,+1-203-567-1500, [email protected]

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

By Deb Acord

You’re headed to Rocky Mountain National Park for the day and you really want to hike. But you’re taking Grandma and Grandpa with you, and they’re more interested in strolling than hiking.

And elevation? Forget about it.

Fortunately, there’s a place in this sprawling park where the grandparents can stroll while you get a workout. Your starting point: Sprague Lake, a popular day-use area off Bear Lake Road. The lake is picture-perfect, its surface glassy except for the concentric circles that form around anglers who stand in its shallow waters.

Around its edge, a half-mile nature trail is perfect for strolling, sitting at the water’s edge or gazing at the impressive 12,000- and 13,000-foot peaks lined up in the distance: Taylor, Otis, Hallett, Flattop and Notchtop.

Take a picnic, get the grandparents set up, and look for the trailhead kiosk. That’s the starting point for your trip up the Boulder Brook Trail. Start walking up the Storm Pass Trail, a wide, sandy horse path that is often used for rides that start at the Sprague Lake Stables. After a half-mile, watch for a sign marking the junction with the Boulder Brook Trail and begin climbing uphill.

The park service describes this trail as “undeveloped,” which means it’s narrow, steep and sparsely traveled. The bottom stretch is the steepest and the shadiest, as you climb along the edge of Boulder Brook. You’ll cross the creek four times as you climb, the sides of your narrow path carpeted with thick, velvety mosses and dark clusters of ferns.

After a mile of climbing, the trail opens in subalpine splendor, with a picture-perfect view of Longs Peak. A forest fire swept through here in 1900, and graying corpses of trees still lie on the ground. The trail winds back into the forest and soon reaches a junction with the Longs Peak Trail, a perfect place to turn around.

At a glance

* What: Sprague Lake and Boulder Brook Trail

* Where: On the eastern side of Rocky Mountain National Park

* To get there: The most efficient from Denver – take I-25 north; take exit for Colorado Highway 66 to Lyons; then U.S. Highway 36 west through Estes Park into the park. Turn left on Bear Lake Road and follow signs to Sprague Lake. From Denver, about 75 miles.

* About: This is a great place to set up a family base camp, with an easy nature trail hike around Sprague Lake and a more strenuous hike alongside Boulder Brook.

* Watch for: Black bears, mule deer, yellow-bellied marmot, broad- tailed hummingbirds. At the lake, green-winged teal, mallards.

* Best part: The water. It bubbles, cascades in small but enthusiastic waterfalls, and pools near boulders as it makes it way downhill. Lakeside, the view is one of the best in the park.

* Difficulty of hike: Boulder Brook is difficult because of a 1,430-foot elevation gain over about two miles. Nature trail is rated easy.

* Details: Boulder Brook is not handicapped-accessible; open to hiking only – no horses, bikes or dogs. Sprague Lake Trail is accessible. $20 park entrance fee per car; good for seven days.

Originally published by Deb Acord, Special to the Rocky.

(c) 2008 Rocky Mountain News. Provided by ProQuest Information and Learning. All rights Reserved.

By ALEX BALDINGER

By Alex Baldinger

The Washington Post

In the 1988 hit “I’m Gonna Be (500 Miles),” Scottish pop band the Proclaimers famously declared, “I would walk 500 miles / And I would walk 500 more” – just to wind up at the door of some distant love interest. It sure sounded admirable, if completely unrealistic.

But as the price of oil keeps climbing, taking the cost of gas and airline tickets with it, walking might not seem like such a bad idea to those who find themselves in one of the estimated 3.5 million long-distance relationships in the United States.

Whether your partner lives across the state or across the country, the price of a visit is skyrocketing. To cope with the rising cost of long-distance dating, some couples are cutting back on trips to see their partners or booking flights only at off-peak times and away from convenient-but-pricey holiday weekends.

Others are spending more of their disposable income on relationship-related travel at the expense of the rest of their social lives.

And then there are those contemplating long-distance romances who are consulting their purse strings as often as their heartstrings to decide whether the benefits outweigh the costs.

For more than a year, Kassie Brown has been in a long-distance relationship, something she never expected when she made plans to move from California to Virginia with her boyfriend, Jason Rogers. But as Brown, 28, was settling into a consulting job in McLean, Rogers, 26, got a job offer near Boston he couldn’t refuse. Suddenly, JetBlue became a third party in their relationship.

Because of busy work schedules and ratcheted-up ticket prices, many of the couple’s monthly flights are of the off-peak variety. “I ended up having to get a ticket that came in at 10:30 at night because everything else was like $350, $400, $500, for the nice flights that actually get you in at a normal time,” Brown says.

Rogers “was thinking about coming down for Memorial Day, but basically when we looked at tickets, it was unreal.” The couple decided to plan a visit for a nonholiday weekend, which could mean burning a vacation day.

“I didn’t blame him for (asking), ‘Can we spend time with you and your family when it doesn’t cost me $500?’ It’s totally understandable,” she says. “But it does cause friction at the time because at that point you’re kind of like, wait, am I not worth $500?”

Greg Guldner, director of the Center for the Study of Long Distance Relationships (yes, there actually is such a thing) and author of “Long Distance Relationships: The Complete Guide,” says it’s too soon to see the results of the current economic downturn in his ongoing research of long-distance couples. Anecdotally, however, what he’s gleaned from couples recently is that increased costs have added another wrinkle to the complicated circumstances that long- distance partners face.

“From just talking with people who have been in long-distance relationships, … as the prices for flights and gasoline start going up, it makes them all much more stressed,” he says.

As if being in a long-distance relationship wasn’t stressful enough.

Guldner studied the tendencies of 200 long-distance couples and compared them with those of 200 couples in proximate relationships. He also analyzed census data to determine trends in long-distance relationships based on population figures.

The average long-distance couple, according to Guldner’s research, is separated by 125 miles, with visits one or two times per month and 30-minute phone calls every two or three days.

Fortunately for cash-strapped couples, the research shows no correlation between the frequency of visits and the probability of a breakup. “That’s one of the myths that’s out there, is that you need to see each other a certain number of times,” Guldner says.

“People who buy into those myths who now can’t afford to (travel) are now facing quite the dilemma. Because if they believe that the relationship won’t work if they don’t see each other once a month, they may be making decisions about either ending the relationship or ending whatever it is that’s keeping them apart.”

Couples who need to fly to see each other aren’t the only ones feeling the crunch. Kristin Grigerick, a 28-year-old government contractor living in Arlington, drives 350 miles to visit her boyfriend, Christian Banach, 28, who lives in East Hampton, Conn.

She recalls a time during her first long-distance relationship when the 731 miles separating her and her then-boyfriend back home felt like nothing at all, at least to her wallet. The year was 1998, and a gallon of regular gasoline cost 98 cents.

Now, the six-hour drive costs about $75 each way with tolls, she says, which is time and money she might previously have spent on clothes or with her family in North Carolina.

“They’ll ask me to come down, and I’ll say, ‘Oh, no, I can’t spend the money to get down there,’ ” she says.

“And then Chris will call and be like, ‘Oh, you want to come up here for this weekend?’ and I’m like, ‘Yup!’ …

“You make sacrifices because you want to see that person.”

tips for keeping the flame alive

Seeing less of your far-away loved one than you used to? We chatted with Chris Bell and Kate Brauer-Bell, authors of “The Long- Distance Relationship Survival Guide: Secrets and Strategies From Successful Couples Who Have Gone the Distance” ($14.95, Ten Speed Press, 2006), and they offered some tips:

Don’t: Try to hyper-schedule your visits.

Long-distance couples “focus so much on what they’re doing that they forget the relationship that they’re supposed to be nurturing,” Brauer-Bell says.

Do: Build unstructured time – what true relationships are made of – into your visits.

Go grocery shopping, cook, watch a DVD, play a board game. “Not only are you going to have quality time together,” Brauer-Bell says, “but you’re going to save money in the process, and it’s going to take pressure off the relationship.”

Don’t: Travel more than you can afford.

“People tend to get so caught up in activities (together), especially during summer months when there are lots of weddings, lots of parties and lots of holidays,” Bell says.

Do: Stick to a travel budget.

“That’s real life,” Bell says. “If you imagined yourself five years from now being married and having to set a budget and raise a family and deal with all these things anyway, what better way to get that experience (than) with this other person?”

Don’t: Assume any time is a good time to chat.

“If there’s a certain time of day that you like to have to yourself, maybe one particular person, come 9 or 10 o’clock at night, they’re just totally wiped out and they can’t even focus, and they just want to go to bed,” Bell says. “That’s not the right time to start … a phone call that might last an hour.”

Do: Plan a virtual Saturday night together.

Order carryout from the same kind of restaurant, rent the same movie, and talk afterward. “As corny as it sounds, that is essential when you’re just not seeing each other as frequently,” Brauer-Bell says.

Don’t: View the cost of travel as an obstacle.

“The long-distance relationships that last are the ones where you’re willing to make an extra effort to bring it down to a real- world level where you’re working through these problems,” Brauer- Bell says.

Do: Use rising costs as an opportunity to evaluate the relationship’s importance.

“You really learn whether or not this is the relationship that you want to commit yourself to,” she says, “and so as painful and as difficult as some of these personal decisions have to be, they can really teach you how deeply you feel about the relationship you’re in.”

Originally published by BY ALEX BALDINGER.

(c) 2008 Virginian – Pilot. Provided by ProQuest Information and Learning. All rights Reserved.

SCARBOROUGH, N.Y., Aug. 5 /PRNewswire/ — Sweltering under wigs unable to grow hair, women are turning to Bald Girls Do Lunch(R) for cool options and warm hearts. So, Bald Girls Do Lunch(R), a not-for-profit organization, is bringing women with alopecia areata together for the first time in Nevada.

(Logo: http://www.newscom.com/cgi-bin/prnh/20080313/NYTH002LOGO )

The August 15 Las Vegas event is a 6:30 p.m. dinner at Suede, 160 E. Flamingo Rd. in the Westin Casuarina Hotel. Advance reservations are required by emailing [email protected] or calling 914.584.7662.

At lunches and dinners like these Thea Chassin, founder and president, meets women who are yearning to say, “I have alopecia, so what!” when it comes to alopecia areata, an autoimmune hair-loss condition. “Secrecy severely limits a woman’s lifestyle options,” says Chassin. “The key to living happily is talking openly and feeling in control. Family and friends mean well, but it’s a relief to talk to someone like myself who understands the challenges.”

According to Chassin, when everyone at the table shares the same condition, strong bonds and self-esteem are built. The lively discussions cover situations as wide ranging as dating, business meetings, alternatives to wigs and physical activities. But the overall goal of the organization is promoting individual choice and comfort. Women of all ages adorned with wigs and hats come to the events, and some even debut their bald look.

Given this cool advice, Bald Girl events are gaining momentum nationwide. In 28 cities and 14 states, women have gotten together for support by breaking down the taboos surrounding female baldness. Meeting in public helps counter the belief that every bald woman has cancer, Chassin believes. Unable to grow or sustain hair on their scalps — and sometimes even brows and eyelashes — people with alopecia areata are actually in good health.

Alopecia areata affects men, women and children of all ages — approximately 5 million people in the U.S. Characterized by smooth, round bald patches, it can progress to complete hair loss that includes all body hair. Some treatments work for some people, but there is no cure. Alopecia areata is highly unpredictable, may have a genetic predisposition and can appear at any time of life.

Bald Girls Do Lunch, a 501c3 public charity, was founded by Thea Chassin in New York. Her degree in physical therapy from Columbia University brings both scientific and humanistic skills to her work with women. She saw that women crave fun and stimulating chats over coffee or lunch to share information. She credits the uplifting, women-only format for conquering feelings of aloneness.

For more information about the dinner event, Bald Girls Do Lunch(R) and the autoimmune disease alopecia areata visit http://www.baldgirlsdolunch.org/.

   Contact:   Thea Chassin   Bald Girls Do Lunch Inc.   914.584.7662   Fax 914.945.0245   [email protected]   http://www.baldgirlsdolunch.org/  

Photo: http://www.newscom.com/cgi-bin/prnh/20080313/NYTH002LOGO

Bald Girls Do Lunch(R) Inc.

CONTACT: Thea Chassin of Bald Girls Do Lunch Inc., +1-914-584-7662,[email protected]

Web site: http://www.baldgirlsdolunch.org/

By Daniela Altimari and Matt Negrin, The Hartford Courant, Conn.

Aug. 5–FIVE LOCAL HOSPITALS — including the region’s two health care heavyweights — have stepped up as potential saviors of the cash-strapped University of Connecticut Health Care Center.

Hartford Hospital, which made a joint proposal with the Hospital of Central Connecticut, and St. Francis Hospital and Medical Center are among the institutions vying for a partnership with UConn.

Bristol Hospital and Connecticut Children’s Medical Center each made a pitch, as well.

For the Farmington-based health center, which includes medical and dental schools, a multimillion-dollar research laboratory and the 224-bed John Dempsey Hospital, the stakes couldn’t be higher.

The hospital has struggled financially since it opened in the 1960s. The legislature appropriated $22 million for the health center this year, the third time since 2000 that the state had to bail out the facility.

UConn announced the partnership proposals Monday, but provided no specifics. The health center will choose a plan by the end of the year, according to Michael J. Hogan, UConn’s new president.

Hogan declined to say which partner he favors. But he predicted a “new era” of cooperation among the region’s health care providers, one that will lead to lower costs and better service for consumers.

“The idea of hospitals racing to keep up with [the] competition is an expensive proposition,” Hogan said Monday. “We would like to harness all that energy for cooperative purposes … not by having them going tooth and nail as angry suitors for our hand, but working collaboratively.”

Rep. Denise Merrill, D-Storrs, co-chairwoman of the legislature’s appropriations committee, said a partnership could end more than a decade of uncertainty for the UConn Health Center.

These latest changes are indicative of “a painful process, but it has to happen,” Merrill said. “The system is changing, and everyone knows it.”

The “hospitals wars,” the intense competition among the region’s health care providers for patients and doctors, cannot be sustained, Hogan said. “I’m prepared to take a fresh look at things, and I think so are the others,” he said.

And although the fact that four of the region’s health care providers submitted their own plans for UConn might be seen as a reflection that those wars continue to rage, Merrill said there may ultimately be a role for all of UConn’s suitors.

“No hospital’s going to propose something that will injure its own institution,” Merrill said. “We need all the hospitals, but we might need them in a different configuration.”

The old strategy that had hospitals competing vigorously to win patients is simply not sustainable in an era of spiraling health care costs, said Sen. Mary Ann Handley, co-chairwoman of the legislature’s public health committee. “Do we have to have the same expensive machines in hospitals 20 miles apart?” she asked.

“One of the good things that’s coming out of this is we’re beginning to look at the regional provision of services,” Handley said. “I’m very hopeful that out of these discussions will come some really good planning for the future, not just for Dempsey hospital, but for other parts of the state where other hospitals are offering overlapping services.”

Hartford Hospital issued a press release Monday outlining its vision for UConn. The proposal, developed with The Hospital of Central Connecticut, would create a new “university hospital” with campuses in Farmington and Hartford.

The plan calls for strengthening the educational relationship among UConn and Hartford, St. Francis and Children’s hospitals and The Hospital of Central Connecticut.

It’s an approach that Elliot Joseph, Hartford Hospital’s new CEO and president, knows well. Before coming to Connecticut in April, Joseph presided over the transformation of a loosely knit group of seven hospitals and 125 outpatient centers in Michigan into a coordinated system of care.

The proposal St. Francis submitted also envisions a stronger relationship between UConn and other local hospitals, according to a statement issued by President and CEO Christopher M. Dadlez.

“Our proposal has been submitted, with a focus on measures that we believe will strengthen the academic collaboration between the University of Connecticut Health Center and our area hospitals,” Dadlez said. “We look forward to working further with President Hogan and the local hospital community to enhance what is already a highly regarded academic and research institution.”

Bristol Hospital views a partnership with UConn as a way to rein in medical costs, said its president, Kurt Barwis.

“We don’t want to be in a competitive situation where it’s going to affect the future, the viability of Bristol Hospital,” Barwis said. “We don’t want to see whatever happens on that campus to cause Bristol Hospital to not exist in the future.”

If Bristol does not emerge as a UConn partner, Barwis said, he will look for other joint ventures. “It’s a very important part of what community hospitals have to do to be very successful in the future,” he said.

Martin Gavin, president of the Connecticut Children’s Medical Center, was unavailable for comment Monday.

Contact Daniela Altimari at [email protected].

—–

To see more of The Hartford Courant, or to subscribe to the newspaper, go to http://www.courant.com/.

Copyright (c) 2008, The Hartford Courant, Conn.

Distributed by McClatchy-Tribune Information Services.

For reprints, email [email protected], call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Catalyst Rx, the pharmacy benefit management subsidiary of HealthExtras, has been selected by AvMed Health Plans to provide pharmacy benefit management services.

According to HealthExtras, Catalyst Rx successfully implemented AvMed’s 220,000 commercial lives and 20,000 Medicare lives effective July 1, 2008.

AvMed provides access to health care coverage for large and small employer groups in Florida, in addition to Medicare in Miami-Dade and Broward counties.

Shawn Barger, director of pharmacy at AvMed, said: “Catalyst Rx’s commitment to provide a fully transparent, pass-through model, a local dedicated account management and clinical team, along with their reputation for exceptional service should prove of value to our clients and their members. We believe this new structure aligns AvMed to more effectively manage the pharmacy benefits of our most important asset – our clients and members.”

By Jennifer Reeger, Tribune-Review, Greensburg, Pa.

Aug. 5–Terrence Carlock told his grandmother he was heading to a community festival just blocks from his Donora home Sunday afternoon.

Debbie Carlock gave her grandson a few dollars for food and said goodbye as he hopped on his bike and left.

It was the last time she saw him.

Hours later, Carlock discovered too late that 12-year-old Terrence had ridden his bike across the Monongahela River to Webster with four other boys for a swim.

While the other boys went home to their families, Terrence drowned.

“She thought he was going to be at the festival,” Debbie Carlock’s brother, Jeff, said Monday outside the Donora home his sister shared with Terrence and his four siblings, whom she is raising. “That’s where everybody had been this whole weekend. We don’t know what took place to change his mind.”

While family members are planning a funeral and trying to piece together Terrence’s final hours, Rostraver police and the Washington County Coroner’s office know some details about the boy’s death.

Officials said Terrence was with four other juveniles swimming in the Monongahela River near the Webster Boat Club.

Terrence apparently swam too far from shore and was 30 yards out when he began to struggle.

Two friends swam out to him and tried to help, but Terrence struggled even harder, pulling the other kids under water, too.

They had to abandon their rescue attempts. In the meantime, boaters in the area noticed the boy go under the water and called 911 at 6:39 p.m.

David Yelle, a dive master with the Mon Valley Divers Rescue, Search and Recovery Team, happened to be driving less than two miles from the scene when the call came in. He was returning home from a dive team training exercise.

Yelle pulled the boy from the water at 7:08 p.m., less than 30 minutes after the 911 call and only 11 minutes after getting into the murky water with six-inch visibility.

Thanks to the witnesses in the boat, Yelle was able to locate the boy 15 feet below the river’s surface.

Dive team Commander Sam Woncheck said the divers are used to being called in after the fact to simply recover a body.

In this case, there was a chance the boy could have been saved with such a quick rescue. Woncheck said young people in particular have a good chance of surviving in cold water.

But the Mon was too warm Sunday for such a miracle for Terrence Carlock.

Jeff Carlock said his great-nephew was “very quiet and shy. He stayed outside and played a lot.”

Terrence was a typical boy who liked to skateboard, play video games and ride his bike.

“It was hard not to get along with Terrence,” Carlock said. “If you had a problem with Terrence, something was wrong with you.”

Jeff Carlock said he hadn’t known Terrence to go to the river, but he knows the boy’s grandmother had admonished him to stay away from the water in the past.

“I feel hurt for my sister more than anything because she’s the mother — she’s not just the grandmother, she’s the mother,” Jeff Carlock said.

But the lure of a free place to swim on a summer day and peer pressure may have been stronger than his grandmother’s words.

“They want to be like everybody else,” Jeff Carlock said. “They don’t want to be the one sitting on the side.”

Nobody was in the water in Webster on Monday.

But an official from the Webster Boat Club who declined to give his name said the spot is a popular swimming hole for young people.

He’s seen dozens of kids at a time swimming in the water and camping on the shores off the club’s public access ramp.

“Any given day, you’re going to have lots of kids over here swimming,” he said. “When it’s hot, even more … They look for a place to cool off. They look for something to do.”

And while there are private swimming pools in the Mon Valley, “This is free,” the boat club official said of the river. “That’s a big enticement.”

John Gourn, who lives next to the boat club, said he used to swim in the river when he was a boy.

“I did because I grew up poor,” he said.

But his four sons are forbidden from swimming in the river that runs behind their home. Instead, Gourn bought a $300 pool for them to play in.

Similar pools dot the yards of several homes along the river in Webster to keep children from currents they’re not used to.

“It’s common knowledge the river’s dangerous,” he said. “It’s constantly changing.”

But Woncheck said people shouldn’t stay away from the river out of fear. They should simply know their limits.

“What parents need to do is get their kids swimming at an early age,” Woncheck said. “Get them confident with the water, and if they can’t swim they shouldn’t go into the water without a personal floatation device.”

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Copyright (c) 2008, Tribune-Review, Greensburg, Pa.

Distributed by McClatchy-Tribune Information Services.

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By Doug Kreutz, The Arizona Daily Star, Tucson

Aug. 5–Elite athletes offer two words of wisdom to those of us who want to rev up our workouts and make big fitness gains:

Interval training.

It’s a technique — suitable for runners, cyclists, swimmers and others — that calls for alternating bursts of high-intensity effort with intervals of lighter activity.

Athletes credit the method with increasing aerobic capacity, building speed, burning fat and reducing boredom.

“Interval training is the bread and butter of elite athletes and can be a great shortcut to fitness for recreational athletes in most any endurance sport,” says Randy Accetta, president of the Southern Arizona Roadrunners group.

“Essentially, the point is to do a bout of effort followed by a bout of recovery . . . and the variations are endless, depending on the goal and the abilities of the athlete,” says Accetta, an elite-class runner who competed in the 1996 U.S. Olympic Marathon Trials.

Greg Wenneborg, head track and cross-country coach at Pima Community College, says interval training is valuable because it takes athletes “out of the monotony of easy running and helps to develop fast-twitch (muscle) fibers.

“Even if you’re not about being speedy, the fast running that you do in interval training will teach your body to be more efficient at covering ground at all paces that you run,” says Wenneborg, a three-time U.S. Olympic Marathon Trials qualifier.

Read on to learn more about interval training and ways of using it in your workouts. Information in the breakout sections was provided by Accetta, Wenneborg and Fred Harvey, director of track and field and cross-country at the University of Arizona.

basic intervals

Beginning to intermediate runners might try this “staple interval workout” recommended by Wenneborg.

–Start with a warm-up jog of 10 to 20 minutes.

–Do some light stretches and strides.

–Then do several sets — as many as eight to 12 — of a speeded-up 400-meter run followed by a 200-meter jog recovery period. One lap around a standard running track is 400 meters.

“The pace that beginners should run is about two minutes per mile faster than his or her easy run pace,” Wenneborg notes. “So if you run nine minutes per mile on your easy days, run a seven-minute-mile pace for your 400s . . . A typical recovery period is about half the distance of the fast running you do.”

Experiment with variations

Accetta recommends a variation known as a “ladder.”

“Start at a short distance, increase to a longer distance and then come back down,” he says.

One example would be to run two speeded-up 400-meter segments, one speeded-up 800-meter segment, one speeded-up milelong segment, another speeded-up 800-meters and two more speeded-up 400-meter segments — with a half-distance recovery jog between each of the segments.

Build from walking to jogging

A walker who wants to learn to jog a 5K or 10K distance can practice by doing a one-minute jog followed by walking for two minutes.

“Jog for one minute, then walk for two — and do that for 20 to 30 minutes for a week,” Accetta says. “Then gradually adjust the workout so that the jog becomes longer and the rest interval becomes shorter. Eventually, you’ll be jogging for five minutes and walking for 30 seconds, or some variation.”

Say adios to some fat

“Interval training is a great fat-burning workout,” says Harvey of the UA. “The better muscle-building activities you have (such as running at increased speeds), the better the effect on decreasing body fat.”

Fartlek

The name of this interval-style technique might bring a snicker. But the Swedish term means “speed play” — and it’s a great way to get the benefits of interval training without following a highly structured format.

“Fartlek is a playful and unprescribed version of an interval workout,” says Accetta. “Run fast for a few minutes, then go slow, then speed up again, then slow down.

“There are no rules as to how fast or how far. Make it up as you go along. Do that for 20 to 40 minutes once a week for a month and you’ll get in good shape.”

(

–Contact reporter Doug Kreutz at [email protected] or at 573-4192.

—–

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Copyright (c) 2008, The Arizona Daily Star, Tucson

Distributed by McClatchy-Tribune Information Services.

For reprints, email [email protected], call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

By Nanci Hellmich

Nutritionists say a new report on calorie-packed children’s meals at some of the nation’s most popular restaurants should be a warning for health-conscious parents.

The Center for Science in the Public Interest, a consumer group based in Washington, D.C., released the first comprehensive report Monday on children’s meals at popular fast-food and chain restaurants. The center’s analysis found that many servings are far too high in calories for a single meal.

Some of the meals contain more than 1,000 calories, almost as many as some elementary-school children need for the entire day.

“When you go to most chain restaurants, ordering off the kids’ menu is a nightmare,” says Margo Wootan, the center’s nutrition policy director and mother of a 10-year-old girl. “At the very least, restaurants should list calories on the menu so parents can navigate through this minefield of calories and fat to find the healthy options.”

The report shows:

*Chili’s country-fried chicken crispers, cinnamon apples and chocolate milk total 1,020 calories.

*KFC’s popcorn chicken, baked beans, biscuit, Teddy Grahams and fruit punch total 940 calories.

*Sonic’s Wacky Pack of grilled cheese, fries and a slush has 830 calories.

The study shows 93% of the kids’ meals at McDonald’s and Wendy’s contain more than 430 calories, the average number that some guidelines suggest children ages 4 to 8 get at a single meal. The percentage of meals that top 430 calories at other chains are: 92% at Burger King, 89% at Dairy Queen, 69% at Arby’s and 60% at Denny’s. The kids’ meals at Denny’s don’t include drinks.

On the healthful side, about 67% of kids’ meals at Subway have fewer than 430 calories.

Sheila Weiss, director of nutrition policy for the National Restaurant Association, says: “There have been a lot of changes to our restaurant menus, especially children’s meals. More and more options are available. Restaurants are offering low-fat milk, yogurt, apples and vegetables as part of the children’s menu. They are helping parents help their children make wise choices.”

Elizabeth Ward, a registered dietitian in Boston who has three children, says, “Kids’ meals can be outrageously high in calories, fat and sodium, but it’s possible to go into just about any restaurant and cobble together a healthy meal for a child.”

The average child has 167 restaurant meals in a year, according to NPD Group, a market research firm.

The consumer group’s nutritionists analyzed calories in 1,474 meal combinations at 13 chain restaurants. The Institute of Medicine guidelines recommend moderately active children, ages 4 to 8, consume about 1,300 calories a day. The center calculated a single meal should not contain more than 430 calories.

Chains that do not have children’s menus were not part of the study. (c) Copyright 2008 USA TODAY, a division of Gannett Co. Inc. <>

By Kellie B. Gormly, The Pittsburgh Tribune-Review

Aug. 5–Tammy Wittmer-Bagby knows that household emergencies and disasters can happen at any time, and that families need to be ready.

She and her husband, Justin — a firefighter — have a household emergency plan for themselves and their son, Vincent — who will be 2 on Saturday — in case a fire, or other disaster, happens. All of their house’s rooms have two separate access points, so someone can escape through a door or window. The window of Vincent’s room has A Tot Finder Fire Safety Sticker so emergency crews could find him first. Family members know to meet at the mailbox in case of emergency.

“Everyone should have (an emergency plan),” says Wittmer-Bagby, 37 of McCandless. “Extremely so if you have kids, but everyone should have one, no matter how old you are.”

People hope they never have to face a household emergency. A number of incidents might precipitate a call to 911 — a fire, flood or tornado; a family member’s heart attack or bad fall; a tree crashing in a storm. Planning how to respond to them — and training children to react, as well — can save lives, officials say.

Unfortunately, too many families don’t have a concrete emergency plan, says Josie Pritchard, external affairs officer for Region 3 of the Federal Emergency Management Agency.

“Families can’t wait until the last minute,” says Pritchard, whose region includes Pennsylvania, Maryland and Delaware. “They cannot implement a survival plan when the disaster is knocking on their door.

“We really don’t think about some of these things until you watch TV and see some of these things happen,” Pritchard says. “You just have to be prepared. It really is so, so critical. … It’s extremely important that people have a plan, and I don’t think that the majority of them do.”

Young children can be taught to respond to emergencies at some level, she says. Many television reports have shown small kids saving their parent’s life by calling 911 to say, “My mommy is hurt.”

FEMA offers a Web page just for children — www.fema.gov/kids/ — with age-level information and games about preparing for disasters. People also can call the agency at 800-480-2520 to request free brochures on the topic.

As former firefighters, Mindy and Rick Stadler of Latrobe know how important it is to plan for emergencies, and they have trained their child well.

The Stadlers have told their son, Logan, 14, to come and wake them up if he hears a smoke detector going off; but, only if he first has felt his door, to make sure it isn’t hot from a fire. Otherwise, the Stadlers told him, Logan should escape out a window. If either parent gets critically ill or is injured, Logan knows to call 911, stay on the line and speak clearly to the operator. If an emergency causes a family evacuation from the house, members know to meet at the corner telephone pole.

“The biggest thing that we’ve tried to teach Logan is, ‘Keep your head … and be calm,'” says Mindy Stadler, 44.

Natural disasters such as fires and floods can be traumatic, but so can medical emergencies, such as heart attacks, falls, chokings, poisonings, asthma attacks and the like. The American Red Cross, which has its Southwestern Pennsylvania chapter Downtown, offers first aid and CPR courses, which both adults and children can take. Although there is no age minimum, most kids enroll at about the middle-school age, says Elva Andersen, an instructor and trainer with the local Red Cross.

Children, even the young ones, can do many things to respond to a medical emergency, Andersen says. They can, for instance, help stop bleeding from a wound, help asthma sufferers sit in a comfortable position, and recognize signs of a heart attack or stroke.

Both parents and children should seek first-aid and CPR training, Andersen says, in case a medical emergency happens to either of them.

“Most people assume they will be there for their household,” she says. “Parents overlook the fact that they may be the ones that are injured.”

Jason Thomas, fire chief for the Braeview Fire Department in Lower Burrell, says households with young children should display the Tot Finder stickers, and households with pets should display similar stickers that tell firefighters and emergency workers how many animals, and what kind, are inside. Both stickers often are available at local fire stations.

People should have more than one plan to escape their house, but they should know what the easiest way out is, and use that, if possible, Thomas says. He recommends that families pick an outdoor spot — like the backyard oak tree — where members will meet in case of emergency, and practice a fire drill with their kids a few times a year.

Thomas and his wife, Dawn, and their daughter Makayla, 10, have designated their backyard shed as their meeting place.

“Pre-planning is always the best way to go,” Thomas says. “You should prepare for any emergency in your home, whether it’s fire, flooding, or anything like that.”

Emergency numbers to keep by each phone

–Police, fire and ambulance numbers; in many areas, it’s just 911. If 911 doesn’t operate in your area, dial 0 for the operator.

–U.S. Poison Control Centers hot line: 800-222-1222

–Family physicians and pediatricians

–Health plan’s medical number

–24-hour pharmacy number

–Any other numbers that might be important, such as those of parents’ work, neighbors, relatives and friends.

Home first aid kit

A few items that a household first aid kit should include:

–Any regularly taken, critical prescription medications

–Sterilized gauze squares, in assorted sizes

–Roller gauze, in 1-, 2- and 3-inch sizes

–Adhesive bandage packet

–Roll of adhesive tape

–Small scissors

–Tweezers

–Petroleum jelly

–Safety pins, in assorted sizes

–Soap or other cleansing agent

–Syrup of ipecac to induce vomiting (to be used only after consulting with your doctor or poison control center)

–Copy of the American Red Cross handbook, “Standard First Aid & Personal Safety”

Source: HomeTips.com

Household safety plan American Red Cross tips for creating a household safety plan:

–Contact your local Red Cross chapter or emergency management office, and ask about what types of disasters could happen here, and how you can prepare for them.

–Learn about your community’s warning signals — what they sound like, and what to do when you hear them.

–Make a plan for caring for your pets in a disaster. Animals are not allowed inside most emergency shelters because of health regulations.

–Find out how to help elderly or disabled members of your household, if applicable.

–Find out about disaster plans at your child’s school, at your work, etc.

–Sit down with your family and discuss the need to prepare for a disaster.

–Pick two places to meet in an emergency: a spot right outside your home, or a place outside your neighborhood if you can’t return home. Everyone must know the place’s address and phone number.

–Ask an out-of-state friend to be your “family contact.” Make sure every family member has this person’s number.

–Discuss and rehearse what to do in an evacuation. Quiz your kids every six months or so.

–Teach children how and when to call 911. Even many toddlers can do this.

–Show each family member how and when to turn off the utilities at the main switches.

–Get everyone trained by the local fire department on how to use a fire extinguisher, and show them where the extinguisher is kept.

–Take a Red Cross first aid and CPR class.

–Test your smoke detectors monthly, and change the batteries at least once a year.

–Find two ways out of each room in the house.

–Invest in a battery-powered radio and have a flashlight handy, so you can cope if you lose electricity.

–Keep spare food and water stocked for an emergency, and replace it every six months.

–If disaster strikes, remain calm and patient, and put your plan into action.

Source: RedCross.org

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To see more of The Pittsburgh Tribune-Review or to subscribe to the newspaper, go to http://www.pittsburghlive.com/x/pittsburghtrib/.

Copyright (c) 2008, The Pittsburgh Tribune-Review

Distributed by McClatchy-Tribune Information Services.

For reprints, email [email protected], call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

By Mark Johnson, Milwaukee Journal Sentinel

Aug. 5–A team of researchers from the University of Wisconsin-Madison has been awarded an $8.9 million federal grant to investigate the fundamental power of embryonic stem cells and cells that have been reprogrammed to an embryonic state: their ability to become any cell in the human body.

The Wisconsin grant was among three announced by the National Institute of General Medical Sciences, one of the National Institutes of Health.

The grant follows November’s announcement that separate teams from UW and Japan had succeeded in reprogramming human skin cells back to an embryonic state, a landmark that may help to defuse much of the controversy surrounding research on human embryonic stem cells.

The reprogrammed cells, derived without the destruction of human embryos, share essential characteristics of embryonic stem cells: immortality and pluripotency, the ability to become all other cells in the human body.

“The basic theme (of the award) is pluripotency and reprogramming,” said James Thomson, one of the researchers awarded the grant and a professor of anatomy at the UW School of Medicine and Public Health, who was the first to isolate human embryonic stem cells in 1998. Last year, he shared the reprogramming breakthrough with Shinya Yamanaka of Kyoto University and the Gladstone Institute of Cardiovascular Disease.

“The Wisconsin team will conduct cutting-edge research to address some of the most fundamental questions about stem cells,” said Marion Zatz, the federal official overseeing the stem cell grants.

The Wisconsin project involves chemists and researchers from the UW School of Medicine and Public Health, the Wisconsin National Primate Research Center, the Genome Center of Wisconsin, the Morgridge Institute for Research and the Medical College of Wisconsin.

The grant will support the following three projects:

–A team led by UW chemist Josh Coon will detail the histone changes that occur as embryonic stem cells move down the developmental pathway on their way to more specific cell types, for example blood, liver or skin. Histones are key proteins responsible for compacting and packaging DNA and play a role in gene regulation.

–A group led by Thomson will focus on describing the chemical changes that occur as stem cells are exposed to growth factors and make this transition from the embryonic state to a specific cell type.

–A third group led by blood expert Igor Slukvin and Genome Center scientist Junying Yu, who led the reprogramming effort in Thomson’s lab, will examine how proteins found in embryonic stem cells act like genetic switches and reprogram blood cells back to an embryonic state.

Also, the grant will allow Coon and Lloyd Smith, a UW chemistry professor, to further develop mass spectrometry, a technique used to identify chemical composition.

The grant will help to build and refine methods for large-scale embryonic stem cell culture.

This will help researchers who need large quantities of the stem cells to study the proteins made by them and their interactions.

—–

To see more of the Milwaukee Journal Sentinel, or to subscribe to the newspaper, go to http://www.jsonline.com.

Copyright (c) 2008, Milwaukee Journal Sentinel

Distributed by McClatchy-Tribune Information Services.

For reprints, email [email protected], call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

By Elizabeth Simpson, The Virginian-Pilot, Norfolk, Va.

Aug. 5–Rashida Wilkins was undergoing chemo-therapy for a brain tumor in 2005 when she was asked to participate in an experimental treatment.

Not radiation, or a drug that would make the teen feel nauseated, thank goodness.

Rather, a video game.

Wilkins, now 18, was only too happy to comply.

For weeks, she played the game in which a microscopic “nanobot” named Roxxi travels through the bodies of characters with cancer, blasting away cancer cells and bacteria with a firearm of chemotherapy and antibiotics.

The Norfolk teenager was one of 375 teens and young adults across the country who played the game for a study being released today in the professional journal Pediatrics.

The study showed that the video game, called Re-Mission, helped educate the 13- to 29-year-olds about cancer, which led to better compliance with their medications and more confidence in fighting the disease.

Re-Mission is just one example of a burgeoning

concept: harnessing the power of video games, long viewed as the enemy of children’s well-being, as a motivator for good health behavior.

At Children’s Hospital of The King’s Daughters, video games are used in ways that go far beyond entertaining children in the waiting room of the Norfolk facility.

Children with asthma use a video game to blow down the houses of The Three Little Pigs and test their breathing capacity at the same time. Physical therapists there use Nintendo’s “Wii Sports” video game to help children regain strength in their arms.

Karen McKinley, a CHKD social worker, said the Re-Mission video helps teens with cancer understand what’s going on inside their bodies, and the importance of sticking with their chemotherapy and antibiotic regimes.

The Re-Mission video was developed for young cancer patients by a nonprofit organization in California called HopeLab. The children and young adults who tested the video came from 34 different hospitals in the United States, Canada and Australia in 2004 and 2005.

Twenty-three teens from CHKD were given a computer and the video game to take home and play for several months.

“They felt good to be part of something that was going to help kids all over the country,” McKinley said.

Some of the kids found it too hard and quit, but 20 played the game for the entire study.

Wilkins, who is now in remission, said she remembers how much fun she had playing the game, even though it’s been several years. The characters taught her about cancer and why it was important to keep taking her medications to combat every last cancerous cell.

At first she wanted to keep the game to herself and not include her brother, who is three years younger.

“Then I thought it might help him understand why I come home sick, so I let him play.”

Steve Cole, vice president of research at HopeLab, said the fact that the video was put to the test in a randomized, controlled study gives scientific credence to the concept.

Already, health companies and foundations are paying more attention and providing funding for these efforts. Cole believes the power of video games can be used to help children fight obesity, diabetes, sickle cell anemia and a whole array of other diseases.

He leaves the science of biology to doctors and researchers but believes videos can play an important role in an area that can be tricky to control: patient compliance.

“As a tool for behavior change, they’re highly effective,” Cole said.

McKinley said she’s probably given out 100 copies of Re-Mission since the study ended. Cancer patients can get a copy for free from the company, but she has found it’s best to put it right in their hands after diagnosis.

The game is specific to the type of cancer a player has, and has 20 different levels of play.

The challenge with video games, though, is keeping it fresh.

Today’s superhero, after all, can be tomorrow’s has-been.

But Wilkins said she still remembers some of the characters on the video and relates them to her own battle against cancer.

“It makes me feel good the study’s coming out,” she said. “And I’m excited that other patients are getting to play the game.”

Elizabeth Simpson, (757) 446-2635, [email protected]

—–

To see more of the The Virginian-Pilot, or to subscribe to the newspaper, go to http://www.pilotonline.com.

Copyright (c) 2008, The Virginian-Pilot, Norfolk, Va.

Distributed by McClatchy-Tribune Information Services.

For reprints, email [email protected], call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

NASDAQ-OTCBB:NTDOY,

Regeneron Pharmaceuticals, Inc. (Nasdaq: REGN) announced today that it has entered into an agreement with sanofi-aventis (Euronext: SAN and NYSE: SNY) to use Regeneron’s proprietary VelociGene technology platform to supply sanofi-aventis with genetically modified mammalian models of gene function and disease. Sanofi-aventis will pay Regeneron a minimum of $4.3 million annually for five years for knock-out and transgenic models of gene function for target genes identified by sanofi-aventis. Sanofi-aventis will use these models for its internal research programs, outside the scope of its antibody collaboration with Regeneron.

In November 2007, Regeneron and sanofi-aventis entered into a collaboration agreement for the discovery, development, and commercialization of human monoclonal antibodies based on Regeneron’s proprietary VelociSuite of technologies, including VelociGene(R), VelociMouse(TM), VelocImmune(R), and VelociMab(TM). Over the first five years of the antibody agreement, sanofi-aventis is funding discovery research at Regeneron, including target identification, target validation, and antibody development. The VelociGene payments are in addition to the funding to be provided under the antibody agreement.

“We have extensive experience using the VelociGene platform as part of our internal research activities, and it has proven to be extremely useful for identifying new gene targets for drug research and development,” noted David Valenzuela, Ph.D., Vice President of Functional Genomics and Chief of VelociGene Operations at Regeneron. “It is gratifying that scientists at sanofi-aventis appreciate the unique potential of VelociGene to produce rapidly and precisely, customized knock-out and transgenic expression models.”

About VelociGene

The Regeneron VelociGene platform allows custom and precise manipulation of very large sequences of DNA to produce highly customized alterations, ranging from a single nucleotide to many millions of nucleotides, of a specific target gene and accelerates the production of knock-out and transgenic expression models without using either positive/negative selection or isogenic DNA. For example, in producing knock-out models, a color or fluorescent marker is substituted in place of the actual gene sequence, allowing for high-resolution visualization of precisely where the gene is active in the body, during normal body functioning, as well as in disease processes. Among other uses, VelociGene allows scientists to rapidly identify the physical and biological effects of deleting or over-expressing the target gene, as well as to characterize and test potential therapeutic molecules.

About Regeneron Pharmaceuticals

Regeneron is a fully integrated biopharmaceutical company that discovers, develops, and commercializes medicines for the treatment of serious medical conditions. In addition to ARCALYST(R) (rilonacept) Injection for Subcutaneous Use, its first commercialized product, Regeneron has therapeutic candidates in clinical trials for the potential treatment of cancer, eye diseases, and inflammatory diseases, and has preclinical programs in other diseases and disorders. Additional information about Regeneron and recent news releases are available on the Regeneron web site at www.regeneron.com.

Forward Looking Statement

This news release discusses historical information and includes forward-looking statements about Regeneron and its products, development programs, finances, and business, all of which involve a number of risks and uncertainties, such as risks associated with preclinical and clinical development of Regeneron’s drug candidates, determinations by regulatory and administrative governmental authorities which may delay or restrict Regeneron’s ability to continue to develop or commercialize its product and drug candidates, competing drugs that are superior to Regeneron’s product and drug candidates, uncertainty of market acceptance of Regeneron’s product and drug candidates, unanticipated expenses, the availability and cost of capital, the costs of developing, producing, and selling products, the potential for any collaboration agreement, including Regeneron’s agreements with the sanofi-aventis Group and Bayer HealthCare, to be canceled or to terminate without any product success, risks associated with third party intellectual property, and other material risks. A more complete description of these and other material risks can be found in Regeneron’s filings with the United States Securities and Exchange Commission (SEC), including its Form 10-K for the year ended December 31, 2007 and Form 10-Q for the quarter ending June 30, 2008. Regeneron does not undertake any obligation to update publicly any forward-looking statement, whether as a result of new information, future events, or otherwise unless required by law.

THE idea that vitamin C can fight cancer is more than a medical myth.

As far back as the 1970s, scientists were investigating vitamin C cancer therapy.

Some 100 terminal cancer patients in Scotland survived, on average, 300 days longer than expected after being injected with vitamin C.

Another study showed similar results, although they were regarded as unreliable because the patients knew they were receiving the experimental therapy.

Later, trials in the US failed to show any benefit. But the vitamin was given by mouth, not intravenously.

According to the authors of the new study, this makes a huge difference and could be the life-saving breakthrough.

(c) 2008 Daily Record; Glasgow (UK). Provided by ProQuest Information and Learning. All rights Reserved.

By Kathleen Gallagher, Milwaukee Journal Sentinel

Aug. 5–An area doctor is planning to open a “concierge” medical office — a practice in which doctors agree to see a limited number of patients — in Mequon with help from an Arizona start-up that has strong Wisconsin connections.

Mark W. Niedfeldt, an associate professor at the Medical College of Wisconsin who is on the staff at Froedtert and several other area hospitals, plans to open the Port Washington Road office on Oct. 1.

Executives at Scottsdale-based ModernMed Inc. said they believed Niedfeldt’s practice would be the first primary care “concierge medicine” practice in the state of Wisconsin.

Concierge medicine patients pay a fixed yearly fee to get relationships with doctors who commit to having a dramatically smaller patient load. That means they have more time for longer appointments that patients can schedule on short notice. Concierge doctors also typically provide patients with their cell phone numbers and e-mail addresses, and even agree to make house calls.

Health care industry experts said the practices were often good for the patients and the doctors, but controversial amid a shortage of primary care doctors because they don’t represent a solution that could work across the entire population.

“If every primary care doctor in America goes down from a couple thousand patients to 500, where do the rest of the patients go? That’s basically the conundrum here,” said Matthew Holt, a San Francisco-based health care industry consultant and founder of The Health Care Blog.

ModernMed recruited Niedfeldt to become one of its affiliated practices. In exchange for 30% of his yearly patient fees, the company will help him recruit patients and build out an office, and provide infrastructure for functions such as billing, electronic medical records, practice management and communications, said Jeff Rusinow, the company’s chairman and lead investor.

Rusinow, a former Kohl’s Corp. executive, was the driver behind buycostumes.com, which was sold to Liberty Media for $60 million in 2006.

ModernMed was founded in March 2007 by Jami Doucette, a Milwaukee native who now lives in Arizona. It has raised nearly $2 million from investors, Rusinow said.

The company will have six practices with Niedfeldt’s and is in discussions with several hundred more physicians in 20 states, Doucette said.

500 patients yearly

ModernMed requires its doctors to commit to having no more than 500 patients a year, far fewer than the average of 2,300 a typical family doctor sees in a year, said Doucette, the company’s president and chief executive officer.

“Our practices have a quality-based incentive. The incentive is no longer to see as many patients as possible; the incentive is excellent care and phenomenal service to patients so they sign up again next year,” Doucette said.

The yearly fee patients pay can be as low as $100 and as high as $20,000, although most range from $1,500 to $3,000. Niedfeldt’s fee will be in that range, Doucette said.

The economics of the smaller patient loads work because of the yearly fees patients pay, Holt said. Say a concierge practice pulls in $1 million a year from 500 patients who pay $2,000 each. If the doctor gets $700,000 after a 30% fee, that’s probably about equal to what he would have billed for a couple of thousand patients, he said.

Niedfeldt’s practice will take the patients’ yearly out-of-pocket fees and continue to bill insurance or Medicare, Doucette said. It will also accept a certain number of patients for whom the yearly fee is waived, he said.

Niedfeldt will continue to teach anatomy classes in a part-time job at the Medical College and provide physician staffing at the school’s sports medicine clinic at the University of Wisconsin-Milwaukee and at Wisconsin Lutheran College’s student health clinic, which the Medical College staffs, said Richard Katschke, a college spokesman.

Thompson on franchiser board

Florida-based MDVIP, founded in 2000, is the oldest and biggest concierge medicine franchiser. It has no practices in Wisconsin but has several in Illinois, according to its Web site.

Former Wisconsin Gov. Tommy G. Thompson is on MDVIP’s board of directors.

MDVIP said it has more than 230 affiliated physicians.

Holt estimated that only 5,000 to 10,000 primary care doctors have gone the concierge medicine route. Niedfeldt said he was willing to join that group because of the frustration involved in seeing large numbers of patients for short amounts of time.

“When you talk to patients and physicians who participate in this model, everybody’s happy,” Niedfeldt said.

—–

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Copyright (c) 2008, Milwaukee Journal Sentinel

Distributed by McClatchy-Tribune Information Services.

For reprints, email [email protected], call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

NYSE:KSS,

DUBLIN, Calif., Aug. 4 /PRNewswire-FirstCall/ — SuperGen, Inc. , a pharmaceutical company dedicated to the discovery, rapid development and commercialization of therapies for solid tumors and hematological malignancies, today announced financial results for the second quarter and six months ended June 30, 2008.

Total revenues for the 2008 second quarter were $8.1 million, compared with $4.6 million for the same prior year period. Total revenues for the 2008 second quarter and same prior year period consisted entirely of royalty revenue. Royalty revenue is earned pursuant to the license agreement entered into with MGI PHARMA (acquired by Eisai Co., Ltd. in January 2008) during 2004, which granted MGI PHARMA exclusive rights to the development, manufacture, commercialization and distribution of Dacogen(R) (decitabine) for Injection. The Company recognizes royalty revenue on a cash basis when it is received.

Excluding gain on sale of products, total costs and operating expenses for the 2008 second quarter were $11.0 million, compared with $19.6 million for the same prior year period. The primary reason for the decrease in total costs and operating expenses for the 2008 second quarter were lower acquired in-process research and development costs, a reduction in general corporate expenses and lower stock-based compensation expense offset in part by higher research and development costs related to increased product development activities including ongoing clinical operations and accrual of estimated severance costs in the amount of $322,000 related to the anticipated closure of our European operation later this year. Closure of the European operation is anticipated to reduce operating expenses in future periods up to $1 million annually. Stock-based compensation expense, which is included in operating expenses, was $670,000 for the 2008 second quarter, compared with $1.1 million for the same prior year period.

The gain on sale of products for the 2008 second quarter was $560,000 compared with $25.8 million for the same prior year period. The gain on sale of products for the 2008 second quarter represents the receipt of an annual payment in the amount of $400,000 paid by Mayne Pharma (acquired by Hospira, Inc. in February 2007) related to the sale of Nipent(R) (pentostatin for injection) and the reversal of a residual product returns reserve for Nipent no longer required due to the expiration of the contractual return period in the amount of $160,000. The gain on sale of products for the same prior year period related primarily to the sale of Nipent and SurfaceSafe(R) representing the initial recognition of the deferred gain on sale of products to Mayne Pharma and also the recognition of gains on the sale of other products to Intas Pharmaceuticals.

Loss from operations for the 2008 second quarter was $2.3 million compared with income from operations of $10.9 million for the same prior year period. The Company reported a net loss for the 2008 second quarter of $4.9 million, or $0.08 per share, compared with net income of $11.1 million, or $0.19 per share, for the same prior year period. The net loss for the 2008 second quarter includes a non-operating charge of $3.1 million that reflects an other than temporary decline in value in the Company’s equity investment in AVI BioPharma. There was no similar non-operating charge in the same prior year period.

Total revenues for the six months ended June 30, 2008 were $16.3 million, compared with $9.0 million for the same prior year period. Total revenues for the six months ended June 30, 2008 consisted of $16.3 million in royalty revenue, compared with $8.4 million for the same prior year period. Royalty revenue is earned pursuant to the license agreement entered into with MGI PHARMA. The Company recognizes royalty revenue on a cash basis when it is received. There was no net product revenue for the six months ended June 30, 2008, compared with $621,000 for the same prior year period. The decrease in net product revenue during 2008 is due to the sale of the Company’s worldwide rights for Nipent to Mayne Pharma in a prior period.

Excluding gain on sale of products, total costs and operating expenses for the six months ended June 30, 2008 were $22.0 million, compared with $28.5 million for the same prior year period. The primary reason for the decrease in total costs and operating expenses for the six months ended June 30, 2008 were lower acquired in-process research and development costs and a reduction in stock-based compensation expense offset in part by higher research and development costs related to increased product development activities including ongoing clinical operations and accrual of estimated severance costs related to the anticipated closure of our European operation later this year. Stock-based compensation expense, which is included in operating expenses, was $1.4 million for the six months ended June 30, 2008, compared with $2.3 million for the same prior year period.

The gain on sale of products for the six months ended June 30, 2008 was $1.6 million compared with $25.8 million for the same prior year period. The gain on sale of products for the six months ended June 30, 2008 represents the receipt of multiple payments totaling $1.4 million paid by Mayne Pharma that related to the sale of Nipent and SurfaceSafe and the reversal of a residual product returns reserve for Nipent no longer required due to the expiration of the contractual return period in the amount of $160,000. The gain on sale of products for the same prior year period related primarily to the sale of Nipent and SurfaceSafe representing the initial recognition of the deferred gain on sale of products to Mayne Pharma and also the recognition of gains on the sale of other products to Intas Pharmaceuticals.

Loss from operations for the six months ended June 30, 2008 was $4.2 million compared with income from operations of $6.4 million for the same prior year period. The Company reported a net loss for the six months ended June 30, 2008 of $5.9 million, or $0.10 per share, compared with net income of $7.7 million, or $0.14 per share, for the same prior year period. The net loss for the six months ended June 30, 2008 includes a non-operating charge of $3.1 million that reflects an other than temporary decline in value of the Company’s equity investments. There was no similar non-operating charge in the same prior year period.

As of June 30, 2008, the Company had approximately $87.6 million in current and non-current unrestricted cash, cash equivalents and marketable securities.

2008 Revised Annual Financial Guidance

The Company has not changed significantly its annual financial guidance from the 2008 first quarter conference call. Selected elements of our revised annual financial guidance include the following:

— Royalty revenue for 2008 remains unchanged and is forecasted in a range from $32 million to $35 million.

— Research and development expenses remain unchanged for 2008 and are expected to total approximately $34 million to $36 million.

— Selling, general and administrative expenses have been reduced slightly from the previous annual guidance and are expected to total approximately $13 million for 2008.

— The Company is forecasting to record a non-cash charge in the amount of $5.2 million to acquired in-process research and development during 2008 representing a potential milestone payment to the former Montigen stockholders. This payment made in the form of equity is contingent on the filing of an Investigational New Drug (IND) application with the Food and Drug Administration (FDA) of a second drug emanating from the acquired technology.

— Additional receipts related to the sale of products to be paid by Mayne Pharma are anticipated during 2008 in a range from $1.6 million to $2.6 million. These payments will be classified as gain on sale of products.

— Included in total operating expenses for 2008 is a reduced amount from previous guidance for non-cash stock-based compensation expense estimated at $3.5 million annually.

— Based on the revised 2008 financial guidance loss from operations is estimated in a range from $16.6 million to $18.6 million.

— Revised weighted average shares outstanding for 2008 are estimated at 58.1 million common shares.

   Recent Corporate Events:    -- April 2008:  The Company had multiple abstracts accepted for oral and      poster presentation at the American Association of Cancer Research      (AACR) Annual Meeting, that took place April 12-16 in San Diego,      California.  Highlights of the presentations are included below:       -- SGI-1776, our lead pre-clinical PIM kinase inhibitor, was found to         cause tumor regression in acute myelogenous leukemia (AML) xenograft         models (Abstract No. 4974).  In an oral presentation entitled, "A         potent small molecule PIM kinase inhibitor with activity in cell         lines from hematological and solid malignancies," Dr. Steven Warner,         SuperGen's Manager, Discovery Biology, detailed how scientists used         the Company's CLIMB(TM) technology to build a model that allowed for         the creation of small molecule PIM kinase inhibitors.  SGI-1776 was         identified as a potent and selective inhibitor of the PIM kinases,         inducing apoptosis and cell cycle arrest, thereby causing a         reduction in phospho-BAD levels and enhancement of mTOR inhibition         in vitro.  SGI-1776 induced significant tumor regression in MV-4-11         (AML) and MOLM-13 (AML) xenograft models.       -- MP-470, an early clinical-stage multi-targeted tyrosine kinase         inhibitor and Rad51 suppressor, was shown to be bioavailable and         well-tolerated in a first in human study (Abstract No. 4083).  The         presentation entitled, "MP-470, a potent oral Rad51 suppressor is         safe and tolerable in first-in-human study," summarized the data         suggesting that MP-470 is well-tolerated when administered in doses         of up to 900 mg per day.  Additionally, it was found that Rad51         expression is modulated in a dose-dependent manner.  This is         consistent with pre-clinical studies where MP-470 was shown to         sensitize cancer cells to DNA damaging agents and radiation therapy         by suppressing Rad51, a protein responsible for repair of double         strand DNA breaks in cancer cells.       -- MP-470 was shown to effectively sensitize prostate and breast cancer         cells to erlotinib (Abstract No. 671).  The presentation entitled,         "Inhibition of erlotinib resistance on HER-family tyrosine kinases         by combination with MP-470, a multi-targeted TK inhibitor in         prostate and breast cancer," highlighted data suggesting that the         combination of MP-470 and erlotinib inhibits the binding of the p85         subunit of PI3K.  The poster outlined the enhanced impact of the         combination of MP-470 and erlotinib, compared to either agent alone         in reducing phosphorylation of Akt, ERK1/2, EGFR/HER1, HER2/Neu, and         HER3.       -- S-110, a DNA methyltransferase inhibitor, demonstrated an improved         in vivo activity profile over decitabine (Abstract No. 2613).  The         presentation  entitled, "Decitabine administered as a Dinucleotide         prodrug increases its in vivo efficacy due to enhanced drug delivery         and stability," highlighted data indicating that S-110 showed robust         anti-tumor activity in prostate and cisplatin-resistant ovarian         carcinoma xenograft models. Additionally, S-110 restored sensitivity         to cisplatin in the ovarian cancer model. Reduced toxicity was         observed along with an increased half-life compared to decitabine.    -- June 2008:  The Company had two abstracts accepted for oral and poster      presentation at the 13th Congress of the European Hematology      Association (EHA) that took place June 12-15, 2008 in Copenhagen,      Denmark.  Highlights of the presentations are included below:       -- SGI-1776, an oral PIM kinase inhibitor, causes tumor regression in         acute myologenous leukemia (AML) xenograft models (abstract #744).         In a poster presentation entitled "A potent small molecule PIM         kinase inhibitor with in vivo oral availability and activity in cell         lines from hematological malignancies," Dr. Gregory Berk, SuperGen's         Chief Medical Officer, detailed how scientists used the CLIMB         technology to build a model that allowed for the creation of small         molecule PIM kinase inhibitors.  SGI-1776 was identified as an         orally available, potent and selective inhibitor of the PIM kinases.         SGI-1776 induces cell cycle arrest, dose dependent apoptosis and a         reduction in phospho-BAD levels in leukemia and lymphoma cell lines.         Phospho-BAD is a direct substrate for PIM, and may serve as a useful         in vivo biomarker for future clinical trials.  Most notably,         SGI-1776 induced significant tumor regression in MOLM-13 (AML) and         MV-4-11 (AML) xenograft models.       -- SGI-1252, the Company's JAK2 kinase inhibitor, inhibits tumor cell         proliferation in vivo (abstract #741).  In an oral presentation         titled "SGI-1252: A Potent Small Molecule JAK2 Inhibitor," Dr.         Steven Warner, Manager of Discovery Biology, highlighted how         SuperGen scientists used the Company's CLIMB technology to identify         SGI-1252 as a possible JAK2 inhibitor.  Dr. Warner presented data         indicating that SGI-1252 selectively inhibits wildtype and mutant         JAK2 activity in cancer cell lines, resulting in inhibition of STAT5         phosphorylation as well as a reduction in Bcl-XL expression.         SGI-1252 was also shown to inhibit tumor growth in mouse xenograft         models.  Pharmacokinetic studies suggest that SGI-1252 is orally         bioavailable.    -- July 2008:  The Company commented on the preliminary data from a Phase      3 trial, initiated in 2002, comparing Dacogen to best supportive care      (BSC) in elderly patients with myelodysplastic syndromes (MDS).  The      data did not demonstrate a statistically significant advantage of      Dacogen treatment on median survival compared to BSC, the primary      endpoint of the study.  However, response rates were similar to those      observed in other clinical trials of Dacogen in patients with MDS. The      trial, conducted by the European Organisation for Research and      Treatment of Cancer (EORTC), administered Dacogen on a three-day dosing      schedule in which the number of treatment cycles was limited.  MDS is a      potentially life-threatening group of bone marrow diseases that limit      the production of functional blood cells.  Subsequent to database lock      and the completion of data analysis, comprehensive results of the      study, including secondary efficacy endpoints and safety data, will be      presented by EORTC at an upcoming scientific forum.     Conference Call Information  

SuperGen will host a conference call to discuss the results of the 2008 second quarter financial results today at 1:30 p.m. PT / 4:30 p.m. ET. The webcast will be accessible via the Investor Relations section of the Company’s Web site at http://www.supergen.com/. A webcast replay of the live conference call will be available shortly following the event. Alternatively, you may access a replay of the conference call by dialing 1-888-286-8010 (domestic) and 1-617-801-6888 (international); replay passcode number is 85497056. The webcast replay and conference call replay will be available for 90 days.

About SuperGen

Based in Dublin, California, SuperGen, Inc. is a pharmaceutical company dedicated to the discovery, rapid development and commercialization of therapies for solid tumors and hematological malignancies. SuperGen is developing a number of therapeutic anticancer products focused on kinase and cell signaling inhibitors and DNA methyltransferase inhibitors. For more information about SuperGen, please visit http://www.supergen.com/.

Forward-Looking Statements

This press release contains “forward-looking” statements within the meaning of Section 21A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, and is subject to the safe harbor created thereby. The actual results could differ materially from those projected in the forward-looking statements as a result of a number of risks and uncertainties. These forward-looking statements include statements regarding SuperGen’s expectation that it will receive the balance of the purchase price for Nipent from Mayne Pharma, expectations regarding the various abilities of MP-470, including its multi-arm Phase 1b clinical trial, expectations about the efficacy of S-110, expectations about revenue, gains from sales of non-core assets and operating expenses, expectations regarding the anticipated reduction in operating expenses as a result of the anticipated closure of SuperGen’s European operations, expectations regarding the filing of a second IND with the FDA, as well as SuperGen’s expectations and successful development of all its pipeline products. Important factors that could cause actual results to differ materially from the expectations reflected in the forward-looking statements include, but are not limited to, risks and uncertainties related to the achievement of developmental milestones with respect to the compounds acquired in the Montigen acquisition, the research and development of MP-470, S-110 or SGI-1776, the satisfaction of the contingencies related to the sale of the worldwide rights to Nipent to Mayne Pharma, and the ability of MGI to generate global sales of Dacogen. In general, our future success is dependent upon numerous factors, including our ability to generate pre-clinical development candidates for selection into clinical testing, obtaining regulatory approval of product development programs, conducting and completing clinical trials and obtaining regulatory approval of our products and product candidates, and creating opportunities for future commercialization of compounds. Our future revenue and operating and net income or loss could be worse than anticipated if demand for our products is less than expected, or if the introduction of new products is delayed, for any reason, including regulatory delay. References made to the discussion of risk factors are detailed in the Company’s filings with the Securities and Exchange Commission including reports on its most recently filed Form 10-K and Form 10-Q. These forward-looking statements are made only as of the date hereof, and we disclaim any obligation to update or revise the information contained in any such forward-looking statements, whether as a result of new information, future events or otherwise.

   Contacts:    Timothy L. Enns                   Mary M. Vegh   SuperGen, Inc.                    SuperGen, Inc.   SVP, Corporate Communications     Manager, Investor Relations   & Business Development   Tel: (925) 560-0100               Tel: (925) 560-2845   E-mail:  [email protected]       E-mail:  [email protected]      Condensed Consolidated Statements of Operations and Balance Sheets                               to follow ...                                  SUPERGEN, INC.              CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS                  (In thousands, except per share amounts)                                (Unaudited)                                 Three Months Ended         Six Months Ended                                      June 30,                  June 30,                                 2008         2007         2008         2007    Revenues:     Net product revenue           $-           $-           $-         $621     Royalty revenue            8,133        4,619       16,271        8,413       Total revenues           8,133        4,619       16,271        9,034    Costs and operating expenses:     Cost of product revenue        -            -            -          221     Research and development   7,740        5,953       15,687       11,015     Selling, general,      and administrative        3,273        3,697        6,350        7,273     Acquired in-process      research and      development                   -        9,967            -        9,967     Gain on sale of      products                   (560)     (25,849)      (1,560)     (25,849)       Total costs and        operating expenses     10,453       (6,232)      20,477        2,627    Income (loss) from    operations                 (2,320)      10,851       (4,206)       6,407    Interest income                497        1,040        1,303        1,984   Other than temporary    decline in value of    investments                (3,052)           -       (3,055)           -   Other income (expense)          (4)          19            9           20   Income (loss) before    income tax provision       (4,879)      11,910       (5,949)       8,411    Income tax provision             -         (833)           -         (663)    Net income (loss)          $(4,879)     $11,077      $(5,949)      $7,748   Net income (loss) per    common share:     Basic                     $(0.08)       $0.19       $(0.10)       $0.14     Diluted                   $(0.08)       $0.19       $(0.10)       $0.14   Weighted average shares    outstanding:     Basic                     57,542       57,010       57,531       56,237     Diluted                   57,542       58,143       57,531       57,087                                  SUPERGEN, INC.                   CONDENSED CONSOLIDATED BALANCE SHEETS                               (In thousands)                                                     June 30,    December 31,                                                      2008           2007                                                  (Unaudited)                               ASSETS    Current assets:     Cash and cash equivalents                      $76,344        $78,055     Marketable securities                            8,483          9,375     Accounts receivable, net                             3             71     Accounts receivable from Mayne Pharma               11             58     Prepaid expenses and other current assets        1,288            728       Total current assets                          86,129         88,287    Marketable securities, non-current                 2,733          3,419   Property, plant and equipment, net                 4,652          4,435   Goodwill                                             731            731   Other intangibles, net                               319            532   Restricted cash and investments, non-current       2,592          2,536   Other assets                                         508            508       Total assets                                 $97,664       $100,448                  LIABILITIES & STOCKHOLDERS' EQUITY    Current liabilities:     Accounts payable                                $2,614         $2,327     Accrued liabilities                                247            687     Payable to AVI BioPharma                           565            565     Deferred gain on sale of products to      Mayne Pharma                                      600            600     Accrued payroll and employee benefits            2,350          2,782       Total current liabilities                      6,376          6,961    Deferred rent                                        744            832       Total liabilities                              7,120          7,793    Total stockholders' equity                        90,544         92,655       Total liabilities and stockholders'        equity                                      $97,664       $100,448  

SuperGen, Inc.

CONTACT: Timothy L. Enns, SVP, Corporate Communications & BusinessDevelopment, +1-925-560-0100, [email protected], or Mary M. Vegh, Manager,Investor Relations, +1-925-560-2845, [email protected], both of SuperGen,Inc.

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

Members of the Millersville 55+ club will gather for bridge games at 9:30 a.m. Monday at Our Lady of the Fields Catholic Church, 1070 Cecil Ave.

There will be a general membership meeting following the games at 1 p.m. Additional games and meetings will be held each Monday this month at the church.

Area adults ages 55 and older interested in learning more about the group’s activities and membership are welcome to attend the games or meetings. The group participates in luncheons, day trips and weeklong excursions. For more information, call Colette Mesich at 410-695-0602 or Hazel Jenkins at 410-672-6945.

Sunday bingo

Bingo will be held at 1 p.m. tomorrow at the Glen Burnie Moose Family Center 1456, 1911 Crain Highway. The doors will open at 11:30 a.m.

Food and beverages will be sold. A $400 jackpot winning is guaranteed.

For more information, call 410-761-1298.

Boating class

The last basic boating class of the summer season sponsored by the Friends of Anne Arundel County Trails will be held from 7 to 10 p.m. Monday and Aug. 8 and 11 at the Earleigh Heights Ranger Station, 91 Earleigh Heights Road.

The three-part Maryland Basic Boating Safety course will provide participants with the general rules for operating a vessel in Maryland waters. Upon attending all three sessions and passing a written exam, participants will receive a certificate of boating safety education. The certificate is required by state law of persons operating a registered water vessel who were born on or after July 1, 1972.

The cost is $25. Advanced registration is required.

For details, call 410-222-6244.

Clubs and organizations in the Olde Mill-Millersville area can submit news to Maryland Gazette correspondent Sheila Farmer by telephone at 410-729-0033, or send e-mail to [email protected]. To ensure that your news runs, submit it at least 10 days before the desired publication date. {Corrections:} {Status:}

(c) 2008 Maryland Gazette. Provided by ProQuest Information and Learning. All rights Reserved.

EDITOR’S NOTE: We reserve this space for readers to publicly say thanks to good Samaritans. If you’d like to acknowledge a good deed, write to us in fewer than 300 words at the Maryland Gazette, 306 Crain Highway S.W., Glen Burnie, MD 21061 or send e-mail to [email protected].

—

On behalf of Opportunity Builders Inc., we want to thank Sue Hepworth of A Blooming Basket of Millersville and her staff for their time, expertise and commitment to assist the Friendship Civitan Club, Civitan Club of Glen Burnie and OBI with the “Make Someone Smile Day” Project.

Sue coordinated the donation of flowers and smiley face containers and her staff and members of both Civitan Clubs prepped flowers and assisted OBI clients in making over 90 floral arrangements.

Each person made two; one was taken home and one was donated to either Morningside House of Friendship or Regency Park Assisted Residence Community.

As a special guest, Mark Chang, a representative from County Executive John Leopold’s office, came and experienced how the Civitans and OBI work together to benefit others. We also want to thank Mark for assisting the clients with their arrangements.

While OBI’s mission is to provide vocational training and employment services to adults with developmental disabilities, we also promote opportunities for our adults to give back to the community.

We are grateful for the dedicated support of the Civitans and businesses like A Blooming Basket to help us to be good citizens.

Fun was had by all! Thank you Civitans and A Blooming Basket for such a successful event!

LESLIE I.D. PREWITT

Marketing/PR Manager

Opportunity Builders Inc.

Hanover

Volunteer pride

As I drove by that speck of green known as Rotary corner on the southeast side of the Crain Highway/B&A Blvd intersection on a Saturday morning, I saw Barbara Moeller (Ms. Glen Burnie) and a few Rotarians including state Sen. Ed DeGrange, Rick Kuethe, Ray Streib, et al mowing, trimming, and cleaning up.

A sense of community spirit and civic pride overtook me. I know through experience that in business and civic organizations like the Pasadena Business Association, the North Arundel Chamber, and the Glen Burnie Improvement Association as well as the Rotary volunteers provide support to membership and community and enable the organization to accomplish its mission.

I’m proud to know you, humbled by your efforts and look forward to helping out the next time.

SKIP MAHER Glen Burnie {Corrections:} {Status:}

(c) 2008 Maryland Gazette. Provided by ProQuest Information and Learning. All rights Reserved.

Odyssey HealthCare, Inc. (NASDAQ: ODSY), one of the largest providers of hospice care in the United States, today announced financial results for the second quarter and six months ended June 30, 2008.

For the second quarter of 2008, net patient service revenue increased 61.3% to $160.7 million, compared with $99.6 million for the second quarter of 2007. The Company’s income from continuing operations for the second quarter of 2008 was $4.0 million, or $0.12 per diluted share, as compared with $5.2 million, or $0.15 per diluted share, for the second quarter of 2007.

For the six months ended June 30, 2008, net patient service revenue increased 44.5% to $283.5 million, compared with $196.2 million for the second quarter of 2007. The Company’s income from continuing operations for the first six months of 2008 was $7.6 million, or $0.23 per diluted share, compared with income from continuing operations for the same six-month period of 2007 of $9.8 million, or $0.29 per diluted share.

On February 28, 2008, Odyssey acquired approximately 84% of the outstanding common stock of VistaCare, Inc. and acquired the remaining outstanding stock of VistaCare on March 6, 2008. Odyssey’s financial results for the second quarter of 2008 include the operations of VistaCare while the financial results for the six months ended June 30, 2008 include only four full months of VistaCare operations. Income from continuing operations for the second quarter of 2008 was negatively impacted by approximately $2.5 million, after tax, or $0.08 per share, in expenses related to the ramp down of VistaCare’s corporate office and the integration of VistaCare’s operations.

In commenting on the results, Robert A. Lefton, president and chief executive officer of Odyssey HealthCare, said, “I am pleased with the progress we have made with the integration of VistaCare and in implementing our 2008 operating initiatives. We are currently on schedule to complete the transition of the VistaCare corporate functions to our Dallas Support Center by year end and to have all the VistaCare program sites transitioned to our information systems by the end of the third quarter of 2008. We are also continuing with the process of ramping up our Support Center operations to handle the incremental work related to the transfer of the VistaCare corporate functions to our Dallas Support Center and will be adding costs related to the ramp up until it is completed in the fourth quarter of 2008. The expenses related to the ramp down of VistaCare’s corporate office will decrease as we transition corporate functions to our Dallas Support Center.

“With respect to the progress we have made with our 2008 operating initiatives, we experienced good admission volume in the second quarter of 2008, with admissions increasing by approximately 10.0% over the second quarter of 2007 for our Odyssey programs. Our average daily census for the second quarter of 2008 was 12,212, inclusive of our VistaCare programs. Our average daily census for the second quarter of 2008 for just the Odyssey programs was 7,790, an increase of 1.3% over the average daily census of 7,687 for the second quarter of 2007 and 2.8% over the average daily census of 7,579 for the first quarter of 2008 for the Odyssey programs.

“In addition, we continued to make progress during the second quarter with our operating initiatives to improve our labor productivity and to decrease our operating expenses. On a per patient day of care basis, operating expenses for the second quarter of 2008 were $132.04, excluding ramp down expenses of $3.57 per patient day of care and depreciation and amortization expenses of $1.93 per patient day of care, which is an increase of 1.8% over operating expenses per patient day of care of $129.69 for the second quarter of 2007, excluding depreciation and amortization expenses of $2.00 per patient day of care. Although our Medicare cap contractual as a percentage of gross revenue declined from 1.3% of gross revenue for the second quarter of 2007 to 0.8% of gross revenue for the second quarter of 2008, we experienced an increase in our Medicare cap contractual beginning in the latter part of the second quarter of 2008. This increase is primarily centered in a few VistaCare programs. We are continuing with our operating initiative to improve the management of the Medicare cap contractual in our Odyssey programs and are in the process of implementing plans to address the Medicare cap in the VistaCare programs.”

Mr. Lefton added, “As in the first quarter of this year, the second quarter of 2008 was negatively impacted by an increase in our bad debt expense from 1.1% of net revenue in the second quarter of 2007 to 1.9% of net revenue in the second quarter of 2008. This increase is due primarily to the impact of additional development requests (ADRs) from our Medicare fiscal intermediaries, which increased our accounts receivable aging and correspondingly our provision for uncollectible accounts in accordance with our bad debt reserve policy. On a sequential basis, our bad debt expense in the second quarter of 2008 was essentially flat as compared with the bad debt expense for the first quarter of 2008 of 1.8% of net revenue.”

Conference Call

Odyssey will host a conference call to discuss the second quarter 2008 results on Tuesday, August 5, 2008, at 8:00 a.m. Central Time (9:00 a.m. Eastern Time). The call will be broadcast live and can be accessed through the Investor Relations section of the Company’s website at www.odsyhealth.com or at www.earnings.com. An online archive of the broadcast, commencing approximately two hours after the live call, will also be available for two weeks.

Based in Dallas, Texas, Odyssey is one of the largest providers of hospice care in the country in terms of both average daily patient census and number of locations. Odyssey seeks to improve the quality of life of terminally ill patients and their families by providing care directed at managing pain and other discomforting symptoms and by addressing the psychosocial and spiritual needs of patients and their families.

Certain statements contained in this press release and that will be contained in the presentation are forward-looking statements within the meaning of the federal securities laws. Such forward-looking statements are based on management’s current expectations and are subject to known and unknown risks, uncertainties and assumptions which may cause the forward-looking events and circumstances discussed in this press release and in the presentation to differ materially from those anticipated or implied by the forward-looking statements. Additional risks, uncertainties and assumptions include, but are not limited to, general market conditions; adverse changes in reimbursement levels under Medicare and Medicaid programs; the Company’s ability to successfully integrate the acquisition of VistaCare, Inc.; adverse changes in the Medicare payment cap limits and increases in the Company’s estimated Medicare cap contractual adjustment; decline in patient census growth; increases in inflation including inflationary increases in patient care costs; challenges inherent in and potential changes in the Company’s growth and development strategy; our ability to effectively implement the Company’s 2008 operations and development initiatives; the Company’s dependence on patient referral sources and potential adverse changes in patient referral practices of those referral sources; the ability to attract and retain healthcare professionals; increases in the Company’s bad debt expense due to various factors including an increase in the volume of pre-payment reviews by the Company’s Medicare fiscal intermediaries; adverse changes in the state and federal licensure and certification laws and regulations; adverse results of regulatory surveys; delays in licensure and/or certification; government and private party legal proceedings and investigations; cost of complying with the terms and conditions of our corporate integrity agreement; adverse changes in the competitive environment in which the Company operates; changes in state or federal income, franchise or similar tax laws and regulations; adverse impact of natural disasters; changes in our estimate of additional compensation costs under FASB Statement No. 123(R); and the disclosures contained under the headings “Government Regulation and Payment Structure” in “Item 1. Business” and “Item 1A. Risk Factors” of Odyssey’s Annual Report on Form 10-K filed with the Securities and Exchange Commission on March 14, 2008, and its most recent report on Form 10-Q and in its other filings with the Securities and Exchange Commission. Many of these factors are beyond the ability of the Company to control or predict. Given these uncertainties, readers are cautioned not to place undue reliance on such forward-looking statements, which reflect management’s views only as of the date hereof. The Company undertakes no obligation to revise or update any of the forward-looking statements or publicly announce any updates or revisions to any of the forward-looking statements contained herein to reflect any change in the Company’s expectations with regard thereto or any change in events, conditions, circumstances or assumptions underlying such statements.

  ODYSSEY HEALTHCARE, INC. AND SUBSIDIARIES UNAUDITED SELECTED OPERATING DATA  Three Months Ended Six Months Ended June 30,          June 30, ------------------ ----------------- 2008      2007     2008     2007 --------- -------- -------- -------- Continuing Operations: (1) Admissions                        12,274    7,932   22,959   16,421 Average daily census              12,212    7,687   10,668    7,636 Discharge average length of stay                               87.8     85.8     85.0     84.0 Gross revenue per patient day    $149.59  $148.88  $150.98  $148.32 Medicare cap as % of gross revenue                             0.8%     1.3%     0.8%     1.2% Net revenue per patient day      $144.63  $142.39  $146.02  $141.98 Operating expense per patient day                             $137.54  $131.69  $138.80  $131.82 Bad debt expense as % of net revenue                             1.9%     1.1%     1.8%     0.9%  Same-Facility: (2) Admissions                         8,676    7,932   18,108   16,421 Average daily census               7,761    7,687    7,657    7,636 Average length of stay              76.5     85.8     76.8     84.0  (1) Continuing operations excludes the operations of hospices that the Company classifies as discontinued operations. (2) Same-facility information includes hospice programs that have been in operation for the entire period of each period presented and Medicare certified for at least 12 months. This information excludes VistaCare operations. 

  ODYSSEY HEALTHCARE, INC. AND SUBSIDIARIES UNAUDITED CONSOLIDATED STATEMENTS OF INCOME (in thousands, except per share amounts)  Three Months Ended  Six Months Ended June 30,           June 30, ------------------ ------------------- 2008      2007     2008      2007 --------- -------- --------- --------- Net patient service revenue     $160,716  $99,602  $283,525  $196,231 Operating expenses: Direct hospice care             94,371   58,326   165,832   115,393 General and administrative - hospice care                   34,643   20,989    61,816    41,397 General and administrative - support center                 18,702   10,262    32,741    20,888 Provision for uncollectible accounts                        2,979    1,139     5,230     1,714 Depreciation                     2,056    1,332     3,707     2,662 Amortization                       102       69       167       128 --------- -------- --------- --------- Income from continuing operations before other income (expense)                         7,863    7,485    14,032    14,049  Other income (expense): Interest income                    540      618     1,191     1,258 Interest expense                (2,094)     (49)   (3,321)      (97) Other expense                        -        -         -         - Minority interest in earnings of consolidated subsidiaries      (13)       -        20         - --------- -------- --------- --------- (1,567)     569    (2,110)    1,161 --------- -------- --------- --------- Income from continuing operations before provision for income taxes                  6,296    8,054    11,922    15,210 Provision for income taxes         2,278    2,831     4,308     5,415 --------- -------- --------- --------- Income from continuing operations                        4,018    5,223     7,614     9,795 Loss from discontinued operations, net of tax            2,365    1,045     4,428     1,962 --------- -------- --------- --------- Net income                      $  1,653  $ 4,178  $  3,186  $  7,833 ========= ======== ========= =========  Income (loss) per common share: Basic: Continuing operations       $   0.12  $  0.16  $   0.23  $   0.29 Discontinued operations        (0.07)   (0.03)    (0.13)    (0.06) --------- -------- --------- --------- Net income                $   0.05  $  0.13  $   0.10  $   0.23 ========= ======== ========= ========= Diluted: Continuing operations       $   0.12  $  0.15  $   0.23  $   0.29 Discontinued operations        (0.07)   (0.03)    (0.13)    (0.06) --------- -------- --------- --------- Net income                $   0.05  $  0.12  $   0.10  $   0.23 ========= ======== ========= =========  Weighted average shares outstanding: Basic                         32,660   33,276    32,650    33,407 Diluted                       32,872   33,466    32,853    33,590 

  ODYSSEY HEALTHCARE, INC. AND SUBSIDIARIES UNAUDITED CONSOLIDATED BALANCE SHEET (in thousands, except per share amounts)  June 30,  Dec. 31, 2008      2007 --------- --------- ASSETS  Current assets: Cash and cash equivalents                        $ 34,929  $ 12,386 Short-term investments                             15,822    49,793 Accounts receivable from patient services, net of allowance for uncollectible accounts of $7,094 and $4,363 at June 30, 2008 and December 31, 2007, respectively                           123,683    77,433 Income taxes receivable                             5,161     1,968 Deferred tax asset                                  2,316     1,400 Prepaid expenses and other current assets          11,951     5,414 Assets of discontinued operations                   2,221     2,830 --------- --------- Total current assets                            196,083   151,224 Property and equipment, net of accumulated depreciation                                        27,418    21,757 Goodwill                                            208,348    98,179 Long-term investments                                16,706         - Other assets                                          2,704         - Intangibles, net of accumulated amortization          7,293     4,049 --------- --------- Total Assets                                       $458,552  $275,209 ========= =========  LIABILITIES AND STOCKHOLDERS' EQUITY  Current liabilities: Accounts payable                                 $  7,678  $  6,109 Accrued compensation                               31,245    16,797 Accrued nursing home costs                         19,894    14,146 Accrued Medicare cap contractual adjustments       28,929    21,682 Other accrued expenses                             41,283    17,445 Current maturities of long-term debt                6,500         1 --------- --------- Total current liabilities                       135,529    76,180 Long-term debt, less current maturities             121,875         - Deferred tax liability                                9,888    14,041 Other liabilities                                     2,111     1,256 Minority interests in equity of consolidated subsidiaries                                         1,429       895 Commitments and contingencies Stockholders' equity: Common stock, $0.001 par value: 75,000,000 shares authorized, 38,092,683 and 38,063,439 shares issued at June 30, 2008 and December 31, 2007, respectively                                    38        38 Additional paid-in capital                        115,708   113,339 Retained earnings                                 142,600   139,414 Accumulated other comprehensive loss                 (672)        - --------- --------- Treasury stock, at cost, 5,347,072 shares held at June 30, 2008 and December 31, 2007           (69,954)  (69,954) --------- --------- Total stockholders' equity                          187,720   182,837 --------- --------- Total Liabilities and Stockholders' Equity         $458,552  $275,209 ========= ========= 

  ODYSSEY HEALTHCARE, INC. AND SUBSIDIARIES UNAUDITED CONSOLIDATED STATEMENTS OF CASH FLOWS (in thousands)  Six Months Ended June 30, -------------------- 2008      2007 ---------- --------- Operating Activities: Net income                                      $   3,186  $  7,833 Adjustments to reconcile net income to net cash provided by operating activities: Loss from discontinued operations, net of tax     4,428     1,962 Minority interest                                   (20)        - Depreciation and amortization                     3,874     2,790 Amortization of debt issue costs                    523        54 Stock-based compensation                          2,123     2,051 Deferred tax expense (benefit)                    2,050      (633) Tax benefit realized for stock option exercises                                          (16)     (115) Provision for uncollectible accounts              5,230     1,714 Changes in operating assets and liabilities: Accounts receivable                           (10,451)  (13,093) Other current assets                           (6,733)    3,839 Accounts payable, accrued nursing home costs, accrued Medicare cap and other accrued expenses                               2,864       405 ---------- --------- Net cash provided by operating activities     7,058     6,807 ---------- ---------  Investing Activities: Cash paid for acquisitions and procurement of licenses                                        (124,174)   (1,273) Cash received from the sale of hospice programs       160       430 Decrease in short-term and long-term investments                                       16,871    16,304 Purchase of property and equipment                 (2,247)   (6,429) ---------- --------- Net cash (used in) provided by investing activities                                (109,390)    9,032 ---------- ---------  Financing Activities: Proceeds from issuance of common stock                246       842 Cash received from sale of partnership interests                                            554         - Tax benefit realized for stock option exercises        16       115 Purchases of treasury stock                             -   (10,747) Payments of debt issue costs                       (4,315)     (341) Proceeds from issuance of debt                    130,000         - Payments on debt                                   (1,626)       (1) ---------- --------- Net cash provided by (used in) financing activities                                 124,875   (10,132) ---------- ---------  Net increase in cash and cash equivalents            22,543     5,707 Cash and cash equivalents, beginning of period       12,386     7,572 ---------- --------- Cash and cash equivalents, end of period          $  34,929  $ 13,279 ========== =========  Supplemental Cash Flow Information: Interest paid                                   $   2,443  $     42 Income taxes paid                               $   1,367  $    194 

By Chris Harris, Commonwealth Journal, Somerset, Ky.

Aug. 4–For many individuals in the Bluegrass, marijuana isn’t just one illegal drug among many; rather, cultivating the crop of controversy is a way of life.

A statewide initiative called “Up in Smoke” is hoping to put an end to that.

In existence for a year now, “Up in Smoke” combines the powers of one of the nation’s top-shelf marijuana eradication task forces here in eastern Kentucky and U.S. Attorney’s office prosecutors. With over a million dollars annually in funding, the program is celebrating its one-year mark, and those behind it are hoping to increase awareness — and let marijuana growers know they aren’t safe anymore.

“The bottom line is, Kentucky has for a long time been first or second in the nation marijuana eradication,” said Kyle Edelen, public affairs officer for the U.S. Attorney’s Office for the Eastern District of Kentucky. “We’ve always been eradicating a high volume of marijuana, but for first time in this state, we have the ability to identify growers.”

For decades, Kentucky has pumped plenty of money and resources into stomping out one of the state’s most prevalent — if illegal — cash crops. Kentucky remains of the nation’s top three marijuana-producing states; activists have long championed the state’s potential status as a prime source of industrial hemp.

“In some counties, it’s a generational thing,” said Edelen. “The dad grows marijuana to supplement income, and then the son does same thing. You help put your kid through college (by growing marijuana).”

Pulaski County is no different. Edelen said that eastern Kentucky is considered a key area for marijuana growth in the Commonwealth, and that includes this county. Out of 49 defendants brought into federal court last year due to the “Up in Smoke” initiative’s efforts, a handful of them were from Pulaski, according to Greg Ousley, an assistant U.S. attorney.

“Roughly, around half million plants are cut per year in state of Kentucky and Pulaski is seen as county that grows its fair share,” said Ousley. “It’s one of the counties we talk about as a county of interest.”

It has long been a relatively easy, low-risk proposition. High-volume growers were the only ones likely to face federal prosecution; only a few plants in your soil, and you were in good shape. That’s what Up in Smoke wants to change.

“If you (grow marijuana), you will get stiff penalty for a while — it’s no slap on the wrist anymore,” said Edelen. “We hope over course of several years, this program will be a high enough deterrent that we won’t see as much (cultivation).”

Strategies have changed — “Up in Smoke” seeks to put marijuana growers behind bars by busting them on other charges. Each case is examined on an individual basis. Prosecutors check to see if the suspect has any other federal crimes that may county against them. Firearm ownership is a substantial factor — of the 49 defendants from 2007 mentioned above, 82 firearms were seized or forfeited.

“We look at the individual — Does this guy have rap sheet? Yeah, this guy has a history,” said Edelen. “Three out of every four (growers) probably carry a gun, so now there are several statutes going against them. One of them can result in up to 60 month in prison. There’s a lot of elements that go into (the initiative).”

Added Ousley, “This is a situation where if you look at the 49 defendants (last year), they include people growing 200, 300, 400 plants, possessing sawed off shotguns, homemade destructive devices, and using booby traps.”

Involved in those 49 cases, 5,000 marijuana plants were seized.

Edelen also stressed the “cost of doing business” factor as a deterrent. “If you know there’s surveillance on you (as a marijuana cultivator), you might think twice about it,” he said.

Surveillance is key. Edelen said the agencies are able put cameras in the field that will take pictures and identify growers. Additionally, there is an attorney available 24 hours for legal advice on whether its better to arrest the suspect then and there or wait to indict — providing even less of a sense of security for the cultivators.

“Up in Smoke” involves the United States Attorney’s Office, Kentucky National Guard, Kentucky State Police, United States Drug Enforcement Administration, United States Forest Service, United States Marshal’s Service, and Appalachia HIDTA. Monthly meetings are hosted which also include a representative of the Lake Cumberland Area Drug Task Force to discuss targets and strategies.

Appalachian HIDTA (High Intensity Drug Trafficking Area) is also providing a tipline that individuals can call to report cases of marijuana growth that they’ve witnessed — 1-866-424-4382.

“The tips obtained will be followed up by the investigatory components of the Governor’s Marijuana Task Force which include multiple state and federal agencies,” said Edelen.

The initiative has been so successful that other states have called to ask about what Kentucky is doing with “Up in Smoke,” in order to use the model for those areas.

“It’s drawing national attention,” said Edelen. “It’s fair to say, this is the only U.S. attorney’s office in nation working this closely with an eradication task force.”

Marijuana growth is a “major part of the economy here,” said Edelen — he said there’s a Wal-Mart in the region that leads the nation in sales of Miracle-Gro, a popular plant fertilizer — but Ousley brought to mind something far more sinister, something far more near and dear to the hearts of Pulaski Countians.

“These people growing marijuana, they’re making lots of money, many of them have looked into money laundering and other crimes like that,” said Ousley. “(When it happens) in a small town and small counties, selling (the marijuana) for money — money can equate to power.

“Think about why (former Pulaski County Sheriff) Sam Catron got killed,” he added. “(It was) a bunch of drug dealers.”

—–

To see more of the Commonwealth Journal or to subscribe to the newspaper, go to http://www.somerset-kentucky.com/.

Copyright (c) 2008, Commonwealth Journal, Somerset, Ky.

Distributed by McClatchy-Tribune Information Services.

For reprints, email [email protected], call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

NYSE:WMT,

The TriZetto Group, Inc. (NASDAQ: TZIX) and Apax Partners announced today the closing of the merger pursuant to which funds advised by Apax Partners, together with minority investors BlueCross BlueShield of Tennessee and The Regence Group, acquired all of TriZetto’s common stock for $22 cash per share. Payment instructions will be mailed or delivered electronically to stockholders and convertible note holders. Common stock holders with questions may contact Computershare Trust Company, N.A. at 800-962-4284 or 303-262-0600. Convertible note holders with questions may contact Wells Fargo Bank at 213-614-2588. The merger agreement was first announced on April 11, 2008.

“I am proud of the outstanding work by many people at TriZetto and at Apax who completed this transaction so quickly while minimizing distractions to our customers,” said Jeff Margolis, who continues as Chairman and CEO of the TriZetto Group. “TriZetto remains singularly focused on developing high-return software and services for payers and their constituents in the healthcare supply chain. We look forward to more strongly partnering with our customers, while leveraging Apax’s resources and international reach to further accelerate our solutions development and growth.”

Buddy Gumina, partner and head of U.S. healthcare at Apax Partners who joins a new Board of Directors at TriZetto, added, “Apax shares Jeff’s vision for Integrated Healthcare Management, which holds so much promise to improve our healthcare system, and we are excited to add TriZetto to our portfolio of industry leading companies.”

Added Margolis, “It is clear from the broad discussion on Capitol Hill that healthcare reform in coming years will include significant investments in information technology. TriZetto and its 350 payer customers are well positioned to help enable and accelerate many of these transformative technology solutions that can optimize benefits and care for healthcare consumers.”

About Apax Partners

Apax Partners is one of the world’s leading private equity investment groups. It operates across the United States, Europe and Asia and has more than 30 years of investing experience. Funds under the advice of Apax Partners total $40 billion around the world. These Funds provide long-term equity financing to build and strengthen world-class companies. Apax Partners Funds invest in companies across its global sectors of Tech & Telecom, Retail & Consumer, Media, Healthcare and Financial & Business Services. Significant recent investments by funds advised by the Apax Partners Healthcare and Tech & Telecom teams include: General Healthcare Group, Capio, Apollo Hospitals, Qualitest Pharmaceuticals, Spectrum Laboratories, Weather Investments, SMART Technologies and TDC. For more information visit: www.apax.com.

About TriZetto

TriZetto is Powering Integrated Healthcare Management(TM). With its technology touching nearly half of the U.S. insured population, TriZetto is uniquely positioned to drive the convergence of health benefit administration, care management and constituent engagement. The company provides premier information technology solutions that enable payers and other constituents in the healthcare supply chain to improve the coordination of benefits and care for healthcare consumers. Healthcare payers include national and regional health insurance plans and benefits administrators that provide transaction services to self-insured employer groups. The company’s payer-focused information technology offerings include enterprise and component software, hosting and business process outsourcing services and consulting. Headquartered in Newport Beach, Calif., TriZetto can be reached at 949-719-2200 or at www.trizetto.com.

Important Notice Regarding Forward-Looking Statements

This press release contains forward-looking statements that involve risks and uncertainties. The forward-looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. These forward-looking statements may include statements about future revenue, profits, cash flows and financial results, the market for TriZetto’s services, future service offerings, change of control, industry trends, client and partner relationships, TriZetto’s operational capabilities, future financial structure, uses of cash, anticipated dilution or accretion of acquisitions or proposed transactions. Actual results may differ materially from those stated in any forward-looking statements based on a number of factors, including the ability of TriZetto to successfully integrate the businesses of TriZetto and its acquisitions or partners; the contributions of acquisitions to TriZetto’s operating results; the effectiveness of TriZetto’s implementation of its business plan, the market’s acceptance of TriZetto’s new and existing products and services, the timing of new bookings, risks associated with management of growth, reliance on third parties to supply key components of TriZetto’s services, attraction and retention of employees, variability of quarterly operating results, competitive factors, other risks associated with acquisitions, changes in demand for third party products or solutions which form the basis of TriZetto’s service and product offerings, financial stability of TriZetto’s customers, the ability of TriZetto to meet its contractual obligations to customers, including service level and disaster recovery commitments, changes in government laws and regulations; risks associated with rapidly changing technology; as well as the other risks identified in TriZetto’s SEC filings, including, but not limited to, its annual report on Form 10-K and quarterly reports on Form 10-Q, copies of which may be obtained by contacting TriZetto’s Investor Relations department at 949-719-2225 or at TriZetto’s web site at www.trizetto.com. All information in this release is as of August 4, 2008. TriZetto undertakes no duty to update any forward-looking statement to conform the statement to actual results or changes in the company’s expectations.

According to Oman News: Dr. Khalid bin Mohammed al Mashiakhi, Director General of Health Services at Dhofar Governorate said “as part of the events of Salalah Tourist Festival”, the Directorate will organize a health exhibition during the period from 16th to 20th of August at the Municipality Recreation Center and another international internal medicine and child health conference on mid August. The exhibition includes a number of awareness activities and miniatures for the medical equipment, as well as, health publications, leaflets and handouts, he added.”The health exhibition aimed at highlighting the role of hospitals and health care centers, as well as, introducing the medical equipment and the latest developments in the field of nursing, he furthered.”The health corner at the Municipality Recreation Center will raise public health awareness, as well as, advises, visitors of the health risks and diseases. It will also raise awareness of Salalah Health City project and its importance.”Blood sugar, blood pressure, cholesterol, obesity and weight taking tests are conducting at this corner, he continued.

Originally published by Info-Prod Strategic Business Information.

(c) 2008 Info-Prod Research (Middle East). Provided by ProQuest Information and Learning. All rights Reserved.

TKG Healthcare Technology Solutions announces it has signed an agreement with Cedars-Sinai Medical Center (Cedars-Sinai), the largest nonprofit hospital in the western United States, to provide web-based Quality Assurance for their Patient Access needs. TKG’s web-based hospital registration system, RQi (Registration Quality Improvement), will enable Cedars-Sinai to improve admissions accuracy and reduce errors prior to patient discharge and billing.

According to Chuck Kramer, TKG President and CEO, “Cedars-Sinai is known for its quality of care and for cutting-edge technology. By providing RQi to their front-end staff, the administrators at Cedars-Sinai are providing the necessary tools to employees to offer superior service in yet another point of patient service – at patient registration.”

“The need for expediency and accuracy were two key components to Cedars-Sinai in selecting RQi,” Kramer commented further. “Implementation of RQi makes it possible for patient QA to advance to a new level by correcting errors in real time and empowering employees to improve their skills in order to properly submit claims for reimbursement, resulting in overall improved patient and employee satisfaction.”

RQi is an automated front-end healthcare registration data quality improvement solution using Six Sigma process improvement methods to detect and flag registration errors for correction upon admission and prior to discharge and billing. Operating with a patent-pending state-of-the-art rules engine and customized set of business rules, RQi provides 100 percent data accuracy, improved employee accountability, intuitive workflow and immediate user feedback. TKG’s RQi implementation team customizes each system on site to ensure maximum performance and customer satisfaction.

TKG Healthcare Technologies is a revenue cycle services company specializing in web-based healthcare software solutions and dedicated client support and training. TKG’s experts provide tools that improve existing operations, increase employee proficiency and enhance revenue cycle performance on a cost-effective basis with a significant return on investment across the entire revenue cycle. Visit www.kramergroup.com.

HUNTSVILLE, Ala., Aug. 4 /PRNewswire/ — Diatherix Laboratories, an independent clinical reference laboratory located in the Hudson-Alpha Institute for Biotechnology, announced today it has received its Clinical Laboratory Improvement Amendment (CLIA) certificate* for its proprietary licensed testing process, Target Enriched Multiplex Polymerase Chain Reaction (Tem-PCR). This molecular differential diagnostic technology is the first Tem- PCR test introduced to the clinical market which is able to identify multiple pathogens, both viral and bacterial in a single test. In less than four hours Tem-PCR can simultaneously differentiate pathogens with Staphylococcus and determine their associated drug resistance. Tem-PCR can identify four types of Staphylococcus strains, including the increasingly important bacterium known as Methicillin-resistant Staphylococcus aureus (MRSA).

The Centers for Disease Control and Prevention (CDC) has reported that MRSA infections have doubled in the past six years. The ability to accurately identify these pathogens is important because, beginning in October 2008, hospitals across the country may no longer receive Medicare reimbursement for many hospital acquired infections.

Prior to the Tem-PCR molecular technology, it was not possible to quickly and effectively differentiate between hospital-acquired infections (HAI) and community-acquired infections (CAI) in a single molecular test. Unlike hospital acquired MRSA which affects patients in a hospital, community-acquired MRSA often occurs in healthy people who are not receiving medical care and hospitalization. The ability to differentiate between CA-MRSA and HA-MRSA may assist hospitals in preventing non-reimbursement for MRSA infections.

“This revolutionary molecular testing technology allows the healthcare provider a cost effective diagnostic tool which can identify multiple infectious diseases faster and with far more accuracy than any other test available,” said Dennis Grimaud, chief executive officer of Diatherix Laboratories. “Our Tem-PCR test can differentiate between the sometimes-fatal MRSA, Staph aureus, and other forms of Staph. This is important because non-MRSA patients can be treated with more effective and often less expensive drug therapies, and without the need for patient isolation. In less than four hours Tem-PCR can identify four types of Staph and three types of antibiotic resistance. Our test delivers accurate diagnostic information that will provide physicians the exact information they need to administer specific and effective infectious disease treatment. Tem-PCR technology is also an enormous benefit to hospitals from a business and financial perspective. In addition to identifying the most efficient treatment protocols, hospitals will now be able to determine whether a patient has an infection at the time of admission, thereby determining whether treatment is reimbursable. This will be vital information for hospitals if Medicare decides to deny reimbursement for hospital acquired infections after October 1.”

Jian Han, M.D., PhD, Laboratory Director of Diatherix Laboratories, invented Tem-PCR technology, which until now has only been available for advanced research. Dr. Han overcame the limitations of traditional Real Time PCR (RT-PCR) technology, a test that can only identify one pathogen at a time. Another limitation of RT-PCR is that it does not identify the differentiation between the pathogens and/or their various strains in a single test.

“Infections are a challenge for all hospitals, both clinically and in terms of financial reimbursement,” said Grimaud. “However, it is important to understand that MRSA represents less than 5 percent of total hospital infections. Massive attention is being paid to all infections, whether hospital or community acquired, because of the impending Medicare regulations. In addition to MRSA, healthcare facilities across the country are inundated with other infections, all of which can be more cost-effectively and rapidly identified through this new and exciting technology. Early, precise and cost-effective treatment can now be achieved with genetic accuracy. We can now provide Tem-PCR to medical facilities all across the country, and patients can start to benefit from this advance in genetic science. Later this year we will release our Hospital Acquired Infection Panel which identifies 16 of the most common hospital acquired infections and our Respiratory Panel which will test for 21 respiratory pathogens, both viral and bacterial, all in a single molecular test.”

Diatherix Laboratories Inc. is located in the Hudson-Alpha Institute for Biotechnology in Huntsville, Alabama. Diatherix operates as an independent clinical laboratory providing advanced multiplex molecular diagnostic services such as Tem-PCR to identify infectious disease to hospitals and the healthcare community. Diagnostic Network Alliance (DNA), with representative offices throughout the United States, is the exclusive US distributor for Diatherix Laboratory. DNA and Diatherix Laboratories share corporate administrative headquarters in Brentwood, Tenn.

*Clinical Laboratory Improvement Amendments (CLIA) was passed by Congress in 1988 establishing quality standards for all laboratory testing to ensure the accuracy, reliability and timeliness of patient test results regardless of where the test was performed. The final CLIA regulations were published in the Federal Register on February 28, 1992. The requirements are based on the complexity of the test and not the type of laboratory where the testing is performed. On January 24, 2003, the Centers for Disease Control and Prevention (CDC) and the Centers for Medicare & Medicaid Services (CMS) published final CLIA Quality Systems laboratory regulations that became effective April 24, 2003.

Diatherix Laboratories Inc.

CONTACT: Robin Embry of Lovell Communications Inc., +1-615-297-7766,[email protected], for Diatherix Laboratories Inc.

Emergency Medical Services Corporation (NYSE: EMS) (the “Company”) today announced that it has entered into an agreement to acquire the management services entity of Clinical Partners, P.A. (CPPA), a provider of anesthesiology services, as well as an associated billing company. Upon closing, the management entity will enter into a long-term agreement to provide management services to CPPA, and the Company anticipates that the acquisitions will contribute approximately $7 million in annual management services revenue. CPPA provides anesthesiology services to more than 35 hospitals in six states with annual provider revenues of approximately $85 million.

The purchase agreement was entered into effective on July 31, 2008 and is expected to close within 30 days, subject to customary closing conditions. Upon completion of the transaction, the two new entities will become subsidiaries of EmCare, Inc., (EmCare), and will provide anesthesiology practice management services to hospitals which will include recruitment of physicians and certified registered nurse anesthetists, risk management, billing and collection, and other services.

William A. Sanger, EMSC Chairman and Chief Executive Officer, said, “This acquisition further supports our strategy to expand into new markets and services which we believe complement our core competencies and have strong growth potential. We are pleased to respond to market demand by expanding our lines of service to existing and new clients to help them provide high-quality anesthesia services for their patients.”

Upon closing, Dr. Harold Bolnick, owner of CPPA, will become Chief Medical Officer of EmCare’s newly formed anesthesiology services division, and Jim McKinney, currently CEO and President of CPPA’s management services entity, will join EmCare as the division’s CEO.

Dr. Bolnick said, “We look forward to working with EmCare and EMSC to expand services in the growing anesthesiology market. EMSC’s broad national footprint will afford opportunities to reach new markets across the nation.”

About Emergency Medical Services Corporation

Emergency Medical Services Corporation (EMSC) is a leading provider of emergency medical services in the United States. EMSC operates two business segments: American Medical Response, Inc. (AMR), the Company’s healthcare transportation services segment, and EmCare Holdings, Inc. (EmCare), the Company’s emergency department and hospital-based management services segment. AMR is the leading provider of ambulance services in the United States. EmCare is the nation’s leading provider of outsourced emergency department staffing and related management services. In 2007, EMSC provided services to 10.6 million patients in more than 2,000 communities nationwide. EMSC is headquartered in Greenwood Village, Colorado.

About EmCare(R)

EmCare is a leading provider of outsourced emergency department staffing and related management services to healthcare facilities in the United States. In addition, EmCare has become one of the country’s leading providers of hospitalist services. EmCare has more than 400 exclusive contracts with hospitals and independent physician groups to provide emergency department, hospitalist and radiology staffing, management and other administrative services. EmCare is a subsidiary of Emergency Medical Services Corporation.

Forward-Looking Statements

Certain statements and information herein may be deemed to be “forward-looking statements” within the meaning of the Federal Private Securities Litigation Reform Act of 1995. Forward-looking statements may include, but are not limited to, statements relating to our objectives, plans and strategies, and all statements (other than statements of historical facts) that address activities, events or developments that we intend, expect, project, believe or anticipate will or may occur in the future. Any forward-looking statements herein are made as of the date of this press release, and EMSC undertakes no duty to update or revise any such statements. Forward-looking statements are not guarantees of future performance and are subject to risks and uncertainties. Important factors that could cause actual results, developments and business decisions to differ materially from forward-looking statements are described in EMSC’s filings with the SEC from time to time, including in the section entitled “Risk Factors” in the Company’s most recent Form 10-K and subsequent periodic reports. Among the factors that could cause future results to differ materially from those provided in this press release are: the integration of newly acquired entities into our business, the impact on our revenue of mix of insured and uninsured patients and third party reimbursement rates; potential penalties or changes to our operations if we fail to comply with extensive and complex government regulation of our industry; and the loss of existing contracts and the accuracy of our assessment of costs under new contracts.

By Jane Gargas

By JANE GARGAS

YAKIMA HERALD-REPUBLIC

It’s the right dose, and everyone’s on board, they say.

The health-care community is anticipating a close working relationship with students at Pacific Northwest University of Health Sciences, say local medical practitioners.

Officials at the area hospitals, clinics and higher educational facilities say they see great potential for cross pollination of services.

The osteopathic school is coming at a crucial time, explained Dr. Michael Maples, chief executive officer of Central Washington Family Medicine in Yakima.

“What I see as the primary benefit is getting more health-care providers into under-served rural areas,” he said.

“Nationally we’re not training enough physicians. That’s particularly true in primary care and particularly true in the Pacific Northwest,” added Maples, who serves on the medical school’s board of trustees.

That’s where the new school comes in, agreed Dr. Gregory Sawyer, a psychiatrist who is vice president of medical practices at Yakima Valley Memorial Hospital.

“The osteopathic school is probably the perfect solution to filling the need for more primary-care physicians,” Sawyer said.

Nor is that the only benefit, noted Monte Bostwick, CEO of Yakima Regional Medical and Cardiac Center.

“It’s already had an impact on recruiting physicians to come here,” he said. “Many are very interested in participating at the school, maybe even teaching there part time.”

The facility also will attract medical experts from around the country as visiting lecturers, which area physicians will be welcome to attend, Sawyer pointed out.

Kathleen Ross, president of Heritage University in Toppenish, looks to the new school as a boost to undergraduates as well.

“Heritage’s programs in clinical laboratory science and in nursing will undoubtedly be strengthened by the presence of additional medical and health science education in our region,” she wrote in an e-mail to the Yakima Herald-Republic.

President Linda Kaminski of Yakima Valley Community College is equally optimistic about cooperative efforts with the medical school. She envisions that YVCC and the new university may share laboratory space and clinical opportunities.

“The medical school will probably be a real good match with our surgical technology students in particular,” she noted.

Both Yakima hospitals will offer training opportunities in the form of clerkships to third- and fourth-year students.

“There are a number of physicians interested in taking on the responsibility of overseeing students here,” said Bostwick.

Sawyer predicted a similar response from health-care providers at Memorial Hospital. “Memorial will be involved just about every year of the four years (students attend the school).”

It’s also likely, Sawyer believes, that students from other osteopathic schools around the country will travel here to serve six- week clerkships in various medical specialties.

Both Bostwick and Sawyer foresee the hospitals offering residencies to the university’s graduates. Residencies are extra years of training that physicians undergo in order to practice in primary-care or sub-specialty fields.

Students will rotate through various practices that are part of Central Washington Family Medicine, Maples explained. They’ll take histories and perform physicals, under the tutelage of a physician preceptor.

Family Medicine also will offer family-practice residencies, just as it does now for about six graduates a year from the University of Washington Medical School.

That means a Pacific Northwest student might do a clerkship at Family Medicine, complete a residency there after graduation and — here’s the payoff — practice medicine here after completing training.

“That’s something we’re aspiring to,” said Maples, noting that osteopathic schools (which award doctor of osteopathy, D.O., degrees) have a better track record than allopathic (which award medical doctor, M.D., degrees) in training physicians to practice in under-served areas, such as Yakima.

Other medical facilities, such as the Yakima Valley Farm Workers Clinic, also are expected to offer clerkships and rotations for medical residents.

Maples conceded that overseeing students and residents at a clinic takes time away from a physician’s schedule, meaning that he or she will be able to see fewer patients in a day and thus generate less income.

“It’s definitely a public service,” he said, “but that’s how all physicians learned.”

In his experience, Sawyer said that local M.D.s are embracing the school as vigorously as D.O.s are.

“I haven’t heard anything from physicians that hasn’t been positive,” he said. “And with the overwhelming number of patients we’re seeing in Yakima, you couldn’t find a physician who doesn’t want more family practitioners here.”

Maples agreed, saying that physicians will make no distinction between how they teach an M.D. candidate and a D.O. one. “They’ll have the same high expectations.”

Kaminski, of YVCC, struck a harmonious note echoed by others in health-education fields here:

“This school is a monumental development. There hasn’t been anything in my 13 years here that will change the image of Yakima as much as this.”

(c) 2008 Yakima Herald-Republic. Provided by ProQuest Information and Learning. All rights Reserved.

A.D.A.M., Inc. (NASDAQ: ADAM), a leading provider of consumer health information and benefits technology solutions, today announced the appointment of Dr. Alan Greene to the newly created role of Chief of Future Health. In this new position, Dr. Greene, who has served as A.D.A.M.’s Chief Medical Officer since joining the company in 1999, will serve as the chief spokesperson and help drive strategy for many of A.D.A.M.’s consumer-focused health initiatives, such as the recent launch of the iPhone Symptom Navigator (http://iphone.adam.com).

A.D.A.M. develops one of the most widely used online consumer health information libraries that helps people to understand and manage their health. The demand for trustworthy content is high and growing, as nearly 117 million Americans have searched for health information online, according to a recent Harris Interactive poll. For consumers to stay well and minimize their healthcare expenditures, they need more interactive tools and information to make smart health decisions. Dr. Greene will help A.D.A.M. evangelize innovative approaches to consumer health education, in particular those that make use of emerging technologies.

“The healthcare industry is experiencing one of the most exciting periods ever, with innovation and consumer empowerment creating an environment where it seems anything is possible,” said Dr. Alan Greene. “I am thrilled to take on this new position because it bridges leading healthcare expertise with evolving technology. We’re going to create the tools and strategies that will enable A.D.A.M. to realize the tremendous healthcare opportunities available today and into tomorrow.”

Alan Greene, MD, FAAP, is one of the “Top 25 Most Influential Forces in Healthcare IT” (Advanced for Health Information Executives), author and popular health commentator for national television. He is one of the first physicians to launch a health information web site. In 1995 he founded www.drgreene.com, focused on giving parents a free, easy-to-use and knowledgeable resource for their healthcare questions. He is also a prominent spokesperson on healthcare trends. Dr. Greene is a Clinical Professor of Pediatrics at Stanford University School of Medicine. He is also an Attending Pediatrician at Packard Children’s Hospital, and a Senior Fellow at the University California San Francisco Center for the Health Professions. In addition, Dr. Greene currently serves as the Chairman of the Board for The Organic Center and on the Advisory Board of Healthy Child Healthy World. He is a founding partner of the Collaborative on Health and the Environment. He also consults for the Environmental Working Group.

“We are taking many exciting steps that continue to strengthen A.D.A.M.’s position as a thought leader and innovator in healthcare,” said Kevin Noland, A.D.A.M.’s president and chief executive officer. “In creating this new role of Chief of Future Health, we want to further our message that A.D.A.M. is serious about defining the future of healthcare. Alan’s unique skills and industry insight will greatly enhance our ability to explore new ways to reach and engage today’s healthcare consumer so they can take charge of their own future health.”

About A.D.A.M.

A.D.A.M. (NASDAQ: ADAM) is a leading provider of health information and benefits technology solutions to healthcare organizations, employers, consumers, and educational institutions. With an industry-leading employee and HR benefits management platform and one of the largest consumer health information libraries in the world, A.D.A.M. empowers consumers to get smart about their health and wellness, while reducing the costs of healthcare and benefits administration. For more information, visit www.adam.com or call 1-800-408-ADAM.

Except for historical information, all of the statements, expectations and assumptions contained in this press release are forward-looking statements. These involve a number of risks and uncertainties that could cause actual results, performance or developments to differ materially. Factors that could affect the company’s actual results, performance or developments include general economic conditions, development of the Internet as a source of health information, pricing actions taken by competitors, demand for the company’s health information, the ability to realize the anticipated benefits of the acquisition, regulatory changes in laws and regulations that impact how the company conducts its business and the other factors described in A.D.A.M.’s filings with the SEC. A.D.A.M. disclaims any obligation or duty to update any of its forward-looking statements.

SOUTH SAN FRANCISCO, Calif., Aug. 4 /PRNewswire-FirstCall/ — Monogram Biosciences, Inc. today announced the launch of its PhenoSense(R) Integrase assay, built on Monogram’s proprietary technology platform, PhenoSense(R). The assay directly measures the susceptibility of HIV to a new and potent class of integrase inhibitor drugs that blocks viral replication by preventing viral genes from integrating into the DNA of newly infected cells. Together with PhenoSense GT(R), PhenoSense Integrase provides the most complete picture of resistance to antiretroviral therapies.

PhenoSense Integrase along with other Monogram assays were used to support the clinical trials of the first commercially-available integrase inhibitor, Merck’s Isentress(TM) (raltegravir), which received U.S. Food and Drug Administration (FDA) approval in October 2007. In Merck’s phase III BENCHMRK trials, Monogram’s PhenoSenseGT was used to select optimized drug regimens in the placebo and Isentress-containing treatment arms while PhenoSense Integrase was used to identify and characterize Isentress resistant viruses in treatment failures. The company is also actively involved in the clinical evaluation of Gilead’s integrase inhibitor candidate, elvitegravir, currently in Phase III studies. In addition to drug resistance, PhenoSense Integrase also measures reductions in viral replication capacity associated with integrase inhibitor resistance that may help characterize viral fitness.

“Using new antiretroviral drugs correctly today, including HIV integrase inhibitors, is critically important since the pipeline for additional new agents is not likely to provide treatment options beyond our current choices for a number of years,” said Dr. Charles Hicks, Associate Professor of Medicine at Duke University Medical Center. “Tools like HIV resistance phenotype tests (including Monogram’s PhenoSense Integrase and PhenoSense GT assays) and the HIV tropism assay (Trofile(TM)) are important tools to help clinicians make good choices. They can also help with modifying regimens that are not suppressive by determining whether additional resistance has emerged and which drugs are no longer active.”

“As the first and only commercially available assay to measure integrase inhibitor resistance, PhenoSense Integrase exemplifies Monogram’s leadership position in personalized medicine and the Company’s continued commitment to develop innovative HIV diagnostics that tailor drug treatments to the individual patient,” said Monogram CEO William Young. “As evidenced by today’s product launch and last year’s introduction of Trofile, Monogram is firmly committed to ensuring that cutting-edge diagnostics are readily available to meet the needs of patients and physicians.”

The performance of the PhenoSense Integrase assay is validated in compliance with regulations specified by the Clinical Laboratories Improvement Amendments (CLIA) and is performed in Monogram’s Clinical Reference Laboratory, which is accredited by the College of American Pathologists (CAP).

About PhenoSense Integrase Assay

PhenoSense Integrase determines the susceptibility of a patient’s HIV-1 strain to integrase inhibitors. The region of the HIV genome that encodes integrase is amplified from a patient blood sample and inserted into a proprietary test vector that is used to generate virus particles that replicate using the patient virus integrase protein. Completion of a single replication cycle results in the production of luciferase activity in infected cells. Infection in the presence of drug is performed to determine whether a patient virus is sensitive or resistant to integrase inhibitors. Based on the amount of luciferase activity produced in the absence of drug, PhenoSense Integrase also provides a measure of replication capacity (RC) of integrase inhibitor sensitive and resistant viruses.

About Monogram

Monogram is a biotechnology company advancing individualized medicine by discovering, developing and marketing innovative products to guide and improve treatment of serious infectious diseases and cancer. The Company’s products are designed to help doctors optimize treatment regimens for their patients that lead to better outcomes and reduced costs. The Company’s technology is also being used by numerous biopharmaceutical companies to develop new and improved antiviral therapeutics and vaccines as well as targeted cancer therapeutics. More information about the Company and its technology can be found on its web site at http://www.monogrambio.com/.

Forward Looking Statements

Certain statements in this press release are forward-looking. These forward-looking statements include references to the use of our resistance assays, including PhenoSense Integrase, and our Trofile Assay, the size and timing of clinical trials utilizing our products. These forward-looking statements are subject to risks and uncertainties and other factors, which may cause actual results to differ materially from the anticipated results or other expectations expressed in such forward-looking statements. These risks and uncertainties include, but are not limited to: the risk that physicians may not use a molecular diagnostic for patient selection or monitoring for Isentriss, Selzentry or other HIV drugs; risks and uncertainties relating to the performance of our products; the growth in revenues; the size, timing and success or failure of any clinical trials for CCR5 inhibitors, entry inhibitors or integrase inhibitors; whether larger confirmatory clinical studies will confirm the results of initial studies; our ability to establish reliable, high-volume operations at commercially reasonable costs; expected reliance on a few customers for the majority of our revenues; the annual renewal of certain customer agreements; actual market acceptance of our products and adoption of our technological approach and products by pharmaceutical and biotechnology companies; our estimate of the size of our markets; our estimates of the levels of demand for our products; the impact of competition; the timing and ultimate size of pharmaceutical company clinical trials; whether payers will authorize reimbursement for our products and services and the amount of such reimbursement that may be allowed; whether the FDA or any other agency will decide to further regulate our products or services, including Trofile; whether the draft guidance on Multivariate Index Assays issued by FDA will be subsequently determined to apply to our current or planned products; whether we will encounter problems or delays in automating our processes; the ultimate validity and enforceability of our patent applications and patents; the possible infringement of the intellectual property of others; whether licenses to third party technology will be available; whether we are able to build brand loyalty and expand revenues; restrictions on the conduct of our business imposed by the Pfizer, Merrill Lynch and other debt agreements; the impact of additional dilution if our convertible debt is converted to equity; and whether we will be able to raise sufficient capital in the future, if required. For a discussion of other factors that may cause actual events to differ from those projected, please refer to our most recent annual report on Form 10-K and quarterly reports on Form 10-Q, as well as other subsequent filings with the Securities and Exchange Commission. We do not undertake, and specifically disclaim any obligation, to revise any forward-looking statements to reflect the occurrence of anticipated or unanticipated events or circumstances after the date of such statements.

PhenoSense and PhenoSense GT are registered trademarks and Trofile is a trademark of Monogram Biosciences, Inc. Isentress is a trademark of Merck & Co., Inc. and Selzentry is a trademark of Pfizer Inc.

   Contacts:   Alfred G. Merriweather   Chief Financial Officer   Tel: 650 624-4576   [email protected]    Jeremiah Hall   Feinstein Kean Healthcare   Tel: 415 677-2700   [email protected]  

Monogram Biosciences, Inc.

CONTACT: Alfred G. Merriweather, Chief Financial Officer,+1-650-624-4576, [email protected]; or Jeremiah Hall, FeinsteinKean Healthcare, +1-415-677-2700, [email protected]

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

WARREN, N.J., Aug. 4 /PRNewswire/ — MonoSol Rx, a specialty pharmaceutical company leveraging its proprietary drug delivery technology to develop thin film pharmaceutical products, today announced the completion of pilot product development for its thin film formulation of escitalopram oxalate, a selective serotonin reuptake inhibitor. Escitalopram oxalate is indicated for depression and generalized anxiety disorders and is marketed under the brand name Lexapro(R). Lexapro generated sales of $2.1 billion in 2007.

Based on product development results, the Company is preparing to initiate bioequivalence trials to support marketing submissions in the US and Europe.

A. Mark Schobel, president and chief executive officer of MonoSol Rx, stated, “Our completion of prototype development has advanced our thin film escitalopram oxalate product to the clinical investigation stage of the project. Our proprietary PharmFilm(R) technology delivers thin-film drug products designed to offer significant patient benefits over other currently marketed prescription drug products and will help ensure that patients receive the appropriate dose in all treatment settings.

The Company is currently exploring potential partnerships to market their thin film formulation of escitalopram oxalate and expects to solidify an agreement prior to global regulatory submissions. The PharmFilm(R) escitalopram oxalate product should be available for marketing ahead of generic entrants expected in 2012, when Lexapro(R) loses patent exclusivity in the United States.

Keith Kendall, chief financial officer for MonoSol Rx, commented, “Our thin film formulation of escitalopram oxalate is one of the Company’s self- funded initiatives designed to capitalize on our capacity to develop and manufacture thin film prescription products at commercial scale for a large pharmaceutical partner. As blockbuster drugs lose exclusivity, pharmaceutical companies are exploring alternative dosing formulations as differentiators from generic entrants. We also believe that our PharmFilm(R) technology offers an attractive opportunity to extend product revenue life-cycles. The validity of our technology has been established by our over the counter drug product introductions and other prescription pharmaceutical partnerships, including the recently announced licensing of our thin film formulation of ondansetron, an anti-emetic therapy, to Strativa Pharmaceuticals, a division of Par Pharmaceuticals. Our expectation is to partner our PharmFilm(R) escitalopram oxalate product with a pharmaceutical company that is competitively positioned in this market.”

About MonoSol Rx

MonoSol Rx is a specialty pharmaceutical company leveraging its proprietary PharmFilm(R) technology to deliver drugs in quick dissolving films. PharmFilm(R) is designed to benefit patients by improving the convenience, efficacy, and compliance of currently marketed drugs. The Company is a leader in thin film drug delivery and has a strong intellectual property position, a portfolio of commercialized OTC drug products, and a pipeline of prescription formulations utilizing its PharmFilm(R) technology. With a vertically integrated development and production infrastructure, MonoSol Rx has the capacity to manufacture OTC drug products for near-term revenues that enable the funding of prescription product development programs that will generate long-term value.

The Company’s commercialization strategy for all PharmFilm(R) products is to partner with the innovator or other specialty pharma or leading consumer products companies who have the core competency to sell-in and manage the sales and marketing of the products. For the Company’s existing and future partners, PharmFilm(R) formulations represent revenue-life cycle extensions for products with patent lives that have expired or are approaching expiration. PharmFilm(R) is also a tool to help sales and marketing partners differentiate in competitive markets while offering unique advantages over drugs dosed by traditional tablets, capsules and ODTs.

About PharmFilm(R)

PharmFilm(R) is a proprietary drug delivery technology that utilizes a novel process and encapsulation compositions to develop easy to use, taste- masked, quick dissolving thin-film drug formulations. PharmFilm(R) delivers a convenient efficacious dose of drug that in some instances can deliver improved therapeutics. PharmFilm’s drug delivery advantages significantly benefits patients and their prescribing physicians, and helps improve compliance in pediatric, elderly and other patients who have difficulty swallowing traditional dosage forms.

   Media / Investors:   The Ruth Group   Jason Rando / Sara Ephraim   (646) 536-7025 / 7004   [email protected]   [email protected]    Contact:   MonoSol Rx   Keith Kendall   Chief Financial Officer   (732) 564-5000  

MonoSol Rx

CONTACT: Jason Rando, +1-646-536-7025, [email protected], or SaraEphraim, +1-646-536-7004, [email protected], both of The Ruth Group;or Keith Kendall, Chief Financial Officer, MonoSol Rx, +1-732-564-5000

CPEX Pharmaceuticals, Inc. (NASDAQ: CPEX) and privately held Serenity Pharmaceuticals today announced that they are collaborating on an intranasal drug candidate for a urology indication. New York-based Serenity’s drug candidate will be delivered using CPEX’s patented drug delivery technology. Serenity believes the drug targets a potential worldwide market of $2 – $3 billion.

The collaboration between Serenity and CPEX began in September 2007 as a feasibility study and advanced to the signing of a development and license agreement in February 2008. Serenity has filed an Investigational New Drug (IND) application with the FDA to initiate Phase I clinical testing.

“We are delighted to be working with Serenity in a truly collaborative manner,” said John Sedor, CPEX Pharmaceuticals’ president and chief executive officer. “CPEX provided access to its intellectual property, developed the formulations, produced a pilot scale manufacturing process and prepared clinical and stability supplies. Our expertise in product and process development and Serenity’s clinical expertise in specialty areas have quickly proven to be a complementary fit.”

Dr. Samuel Herschkowitz, Serenity Pharmaceuticals’ CEO, said, “We have been consistently impressed with CPEX’s platform technology, its expertise and its infrastructure. From the beginning, we found CPEX to be an excellent partner, and we have made progress in advancing our drug from concept into Phase I development with their assistance. Based on the profile of their delivery platform and our current R&D pipeline, we are hopeful that we can collaborate with CPEX on additional drug candidates in the future.”

Sedor said, “Including the launch of Serenity’s Phase I trial, our CPE-215(R) drug delivery platform has formed the basis for the filing of three separate INDs, all of which represent diverse therapeutic areas: testosterone replacement, diabetes and urology. This diversity speaks to the broad applicability of our technology and its potential to effectively deliver pharmaceutically active peptides, peptidomimetics and proteins across a variety of membranes.”

“Today’s announcement also demonstrates how we can capitalize on the value of our technology in ways that can increase our shareholder value,” Sedor continued. “We received a patent in late July 2007 that extended the coverage for our intranasal drug delivery technology utilizing CPE-215(R) beyond insulin. We signed an agreement to begin working with Serenity less than three months later. We believe this partnership is indicative of how our platform can generate opportunities for future potential revenue streams.”

About Serenity Pharmaceuticals

Serenity Pharmaceuticals is a privately held, New-York based start-up urology company.

About CPEX Pharmaceuticals

CPEX Pharmaceuticals, Inc. (NASDAQ: CPEX) is a specialty pharmaceutical company focused on the development, licensing and commercialization of pharmaceutical products utilizing CPEX’s validated drug delivery technology. CPEX has U.S. and international patents and other proprietary rights to technologies that facilitate the absorption of drugs. CPEX has licensed applications of its proprietary CPE-215(R) drug delivery technology to Auxilium Pharmaceuticals, Inc., which launched its Testim(R) topical testosterone gel on the U.S. market in 2003. CPEX also is developing an intranasal insulin product candidate, Nasulin(TM), which is in Phase II clinical trials. CPEX maintains its headquarters in Exeter, NH. For more information about CPEX, please visit www.cpexpharm.com.

Safe Harbor Statement under the U.S. Private Securities Litigation Reform Act of 1995:

This press release contains forward-looking statements, including, without limitation, statements regarding the prospects for CPEX’s drug delivery technology, the possible pathway for approval of Serenity’s drug candidate, and the prospects for additional collaborations between the companies. These forward-looking statements are subject to a number of risks and uncertainties that could cause actual results to differ materially from future results expressed or implied by such statements. Factors that may cause such differences include, but are not limited to, risks associated with the following: clinical trials may not demonstrate the efficacy and safety of Serenity’s product, regulatory approvals may be delayed or not obtained, our dependence on Serenity to conduct clinical trials and commercialize its product that uses our drug delivery technology, Serenity’s product may not achieve market acceptance, competition from other manufacturers of proprietary pharmaceuticals, intellectual property litigation, the unpredictability of patent protection, and other uncertainties detailed under “Risk Factors” in CPEX’s Registration Statement on Form 10 dated June 17, 2008 in connection with the distribution of CPEX’s common stock to stockholders of Bentley Pharmaceuticals. CPEX cautions investors not to place undue reliance on the forward-looking statements contained in this release. These statements speak only as of the date of this document, and CPEX undertakes no obligation to update or revise the statements, except as may be required by law. CPEX specifically disclaims responsibility for statements by Serenity and information describing Serenity and its business other than the collaboration agreement with CPEX.

Celera (NASDAQ:CRA) today announced the appointment of Jean Amos Wilson, Ph.D., as Vice President of Laboratory Operations at Berkeley HeartLab (BHL), effective August 11, 2008. Dr. Amos Wilson will report to Kathy Ordonez and oversee all laboratory operations at BHL, working in collaboration with Arthur Baca, M.D., BHL’s Medical Director.

Dr. Amos Wilson has over thirty years of experience in clinical laboratory management and molecular genetics. Most recently, she was Senior Director of Genetic Services at Sequenom, where she led the technical direction of its clinical research (CRO) organization that provides high throughput molecular testing for research and diagnostics. Prior to Sequenom, Dr. Amos Wilson served as the Scientific Director of Human Genetics at Focus Diagnostics, and before that, she was Director, Molecular Genetics at Specialty Laboratories, both commercial clinical laboratories.

Dr. Amos Wilson holds a Bachelor of Science degree, Master of Science degree and Doctor of Philosophy in Genetics, all from The Ohio State University, Columbus, OH. She is Board certified and is licensed as a Laboratory Director in California and New York. Dr. Amos Wilson is a Fellow of the American College of Medical Genetics, and has over sixty publications in the field of genetics. She is also a member of the board of directors of the American Board of Medical Genetics, Chair of the Association for Molecular Pathology Professional Relations Committee and an Area Committee Advisor for the Clinical Laboratory Standards Institute (CLSI).

“Jean is an innovative and entrepreneurial leader who has managed several commercial laboratories, while providing technical direction to the development and validation of new test methods,” said Kathy Ordonez, Chief Executive Officer of Celera. “We are now expanding the menu of genetic tests offered through BHL and are delighted to gain access to Jean’s breadth of experience in clinical laboratory management and genetic testing.”

“This is a very exciting time to join Celera as it expands its test offering in genetics through Berkeley HeartLab,” said Jean Amos Wilson, Ph.D., Vice President of Laboratory Operations at Celera. “These developments, coupled with a full pipeline of potential new tests based on Celera’s proprietary discoveries, present a terrific opportunity for the future.”

About Celera

Celera is a healthcare business delivering personalized disease management through a combination of products and services incorporating proprietary discoveries. Berkeley HeartLab, a subsidiary of Celera, offers services to predict cardiovascular disease risk and improve patient management. Celera also commercializes a wide range of molecular diagnostic products through its strategic alliance with Abbott and has licensed other relevant diagnostic technologies developed to provide personalized disease management in cancer and liver diseases. Information about Celera Corporation, including reports and other information filed by the company with the Securities and Exchange Commission, is available at http://www.celera.com.

Copyright(C) 2008. Celera Corporation. All Rights Reserved. Celera is a registered trademark of Celera Corporation or its subsidiaries in the U. S. and/or certain other countries.

SOMERSET, N.J., Aug. 4, 2008 (PRIME NEWSWIRE) — inVentiv Health, Inc. (Nasdaq:VTIV), a leading provider of commercialization services to the global healthcare industries, today announced that it has signed a definitive agreement to acquire Patient Marketing Group, Inc. (PMG), a leading pharmaceutical marketing services firm specializing in patient relationship marketing. PMG will operate within inVentiv Patient Outcomes, the division that partners with pharmaceutical companies, healthcare providers, pharmacists and payers to develop programs that help patients achieve the best possible medical outcomes.

Under the terms of the agreement, inVentiv Health will acquire Patient Marketing Group in an all-cash payment of $14.5 million, plus potential earn-out payments for exceeding specified financial targets. The transaction is expected to be immediately accretive to inVentiv’s earnings.

Based in Princeton, NJ, Patient Marketing Group brings an 18-year track record for educating patients and building advocacy, loyalty and adherence to therapy. PMG’s range of capabilities includes direct-to-patient strategy, patient research and insights mining, relationship marketing campaigns, online promotion, interactive tools and provider integration. Key clients include Astra Zeneca, Lilly and Merck.

“Patient Marketing Group has an impressive history of connecting with patients to help them understand their conditions, effectively manage their treatments, and ultimately achieve better health outcomes. PMG’s proven expertise in engaging and motivating patients will be an ideal complement to our existing Patient Outcomes offering, and will support our clients’ growing need for enhanced patient communications,” said Blane Walter, President and Chief Executive Officer of inVentiv Health.

“Patient Marketing Group has built a reputation for exceptional patient communication programs and has developed many long-term relationships with top pharmaceutical companies,” said Lynn Benzing, Chief Executive Officer of Patient Marketing Group. “As we look to take PMG to the next level, partnering with a global industry leader like inVentiv Health gives us access to an expanded array of healthcare expertise and creates opportunities to bring even greater value to our growing client base. We are very excited to be joining such an esteemed company.”

About Patient Marketing Group

Patient Marketing Group, a Princeton-based healthcare communications company, specializes in the development of innovative patient relationship marketing programs shown to increase patient adherence enhance brand loyalty, and contribute to improved health outcomes. For more information, visit www.patientmarketing.com.

About inVentiv Health

inVentiv Health, Inc. (Nasdaq:VTIV) is an insights-driven global healthcare leader that provides dynamic solutions to deliver customer and patient success. inVentiv delivers its customized clinical, sales, marketing and communications solutions through its four core business segments: inVentiv Clinical, inVentiv Communications, inVentiv Commercial, and inVentiv Patient Outcomes. inVentiv Health’s client roster is comprised of more than 350 leading pharmaceutical, biotech, life sciences and healthcare payer companies, including all top 20 global pharmaceutical manufacturers. For more information, visit www.inventivhealth.com.

The inVentiv Health, Inc. logo is available at http://www.primenewswire.com/newsroom/prs/?pkgid=4942

This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such forward-looking statements involve known and unknown risks that may cause inVentiv Health’s performance to differ materially. Such risks include, without limitation: changes in trends in the pharmaceutical industry or in pharmaceutical outsourcing; our ability to compete successfully with other services in the market; our ability to maintain large client contracts or to enter into new contracts; and, our ability to operate successfully in new lines of business. Readers of this press release are referred to documents filed from time to time by inVentiv Health, Inc. with the Securities and Exchange Commission for further discussion of these and other factors.

This news release was distributed by PrimeNewswire, www.primenewswire.com

 CONTACT: inVentiv Health, Inc.          Investors:          David Bassin, CFO            (732) 537-4804            [email protected]          Media:          Marcia Frederick            (614) 543-6281            [email protected] 

Nuance Communications, Inc. (NASDAQ: NUAN), a leading supplier of speech solutions, today highlights its healthcare division’s current customer success across the New York metropolitan area. Today, Nuance solutions are used by nearly 300 healthcare organizations in this region to drive speech-enabled clinical documentation and improved communication for optimized clinical and operational performance.

One out of every 14 Americans resides in the New York region, generating a large population of patients. To help provide the highest quality of care and meet critical patient safety standards, a growing list of area hospitals, physician practices and radiology imaging centers are incorporating innovative technologies. Nuance’s healthcare solutions have demonstrated exceptional value to the industry in several areas:

— Speech-Enabled Clinical Documentation – Speeds the process of medical report creation by allowing doctors to use their voice to capture patient information, delivering electronic medical records quickly and accurately without the cost of traditional transcription or reliance on the keyboard

— Medical Imaging Exam Decision Support Tools – Lead to lower patient radiation exposure and reduction in unnecessary imaging spending

— Critical Test Results Management – Enables fail-proof, automated communication of critical patient diagnostic findings

— Clinical Business Intelligence – Generates insight into provider performance for improved operational decision making and better patient care

Nuance’s New York regional healthcare customers include prestigious healthcare organizations, such as:

— Flushing Hospital Medical Center

— Jamaica Hospital Medical Center

— New York University Medical Center

— Phelps Memorial Hospital Center

— The Mount Sinai Medical Center

— Stony Brook Medical Center

— University Radiology Group

The Mount Sinai Medical Center, one of the nation’s oldest, largest and most-respected voluntary hospitals, was faced with the challenge of streamlining its radiology department’s workflow and cutting down transcription costs without disrupting productivity. Consisting of a team of 75 radiologists that perform an estimated 300,000 medical imaging exams per year, Mount Sinai searched for a tool solution to improve and accelerate radiology reporting. Mount Sinai deployed Nuance’s RadWhere for Radiology.

“Mount Sinai is a high-traffic, resident teaching hospital with a complex workflow operation. We were concerned that implementing a speech-driven solution would disrupt our department’s current operations and cause backlash among providers,” said Chief of Clinical Informatics and Director of Radiology Information Systems, David Mendelson, MD. “Since implementing RadWhere, 98 percent of our physicians now use speech recognition to drive documentation, significantly reducing report turnaround time and transcription costs to nearly zero. We are in the process of installing RadCube for Radiology, a complementary data analysis tool.”

Phelps Memorial Hospital Center is a 235-bed, acute care hospital in Westchester County, New York. When asked about the use of Nuance’s healthcare solutions, Laura Berbeich, director of health information management, shared the following. “In 2005, the Hospital replaced its aging hardware with Nuance’s iChart(R), its On Demand ASP service, to use in conjunction with Nuance’s Enterprise Express(R) Speech System, a back-end speech recognition application. Since implementing back-end speech recognition three years ago, nearly 200 members of our culturally diverse medical staff’s transcription is processed behind the scenes without any added steps or inconvenience to our physicians. The result is a dramatic improvement in turn around time, elimination of employee overtime and an increase in productivity that has allowed the Hospital to take back work that had previously been outsourced for transcription, resulting in a significant savings.”

Stony Brook University Medical Center, Long Island’s only academic medical center, and Stony Brook University Physicians, the physician organization of the faculty practices at Stony Brook, use Nuance’s eScription platform for computer aided medical transcription to reduce turnaround time and decrease costs in medical transcription. Both organizations have been working with eScription for the past several years; more than 90 percent of the clinicians utilize the speech recognizer for the transcription of dictations, and drafts are being edited more than twice as fast as traditional transcription.

“The use of computer aided medical transcription technology has resulted in shortened turnaround time, improved processes and substantial cost savings in medical transcription, all without changing the way our team of physicians work,” said Ellen Dank Cohen, Executive Director of Stony Brook University Physicians. “We’ve been able to boost the productivity of our medical transcriptionists, as well as more easily track documents through use of the system’s workflow organization capabilities.”

In another example, the largest radiology practice in New Jersey, which is also one of the largest, most specialized, Board Certified radiology practices in the U.S., University Radiology Group, uses RadWhere for Radiology to improve turnaround time for the estimated 250,000 procedures performed each year within the Group’s offices. In addition, University Radiology Group physicians serve hospitals and medical schools throughout New Jersey, creating a complex infrastructure in which streamlined workflow and efficiency is paramount. Since turning to Nuance for healthcare IT solutions, the practice has been able to improve their already stellar customer service by communicating test results faster while at the same time reducing transcription costs, saving the group close to $700,000 since implementation.

“We know patients are anxious while they wait for test results. At the same time, we must deal with the geographic and communication challenges of our multiple locations,” said Alberto Goldszal, Chief Information Officer, University Radiology Group. “By adding speech-driven documentation to our workflow, we’re helping our providers create reports more quickly and accurately, and benefiting our customers by delivering results faster. Productivity is up and we hope to continue to attract new patients by marketing our ability to provide same day test results.”

Today, solutions from Nuance’s healthcare division are used nationwide by more than 3,000 hospitals and 400,000 physicians. Nuance provides the most comprehensive family of speech-driven clinical documentation and communication solutions that orchestrate and optimize clinical workflow, reduce transcription expense, raise standards of care via more thorough documentation, deliver results rapidly to meet patient safety guidelines, and heighten clinician satisfaction by making EMR systems easy to use. For more information, please visit www.nuance.com/dictaphone.

Nuance Communications, Inc.

Nuance (NASDAQ: NUAN) is a leading provider of speech and imaging solutions for businesses and consumers around the world. Its technologies, applications and services make the user experience more compelling by transforming the way people interact with information and how they create, share and use documents. Every day, millions of users and thousands of businesses experience Nuance’s proven applications and professional services. For more information, please visit www.nuance.com.

Nuance, the Nuance logo, iChart and Enterprise Express are trademarks or registered trademarks of Nuance Communications, Inc. or its affiliates in the United States and/or other countries. All other company names or product names may be the trademarks of their respective owners.

The statements in this press release that relate to future plans, events or performance are forward-looking statements that involve risks and uncertainties, including risks associated with market trends, competitive factors, and other risks identified in Nuance’s SEC filings. Actual results, events and performance may differ materially. Readers are cautioned not to put undue reliance on these forward-looking statements that speak only as of the date hereof.

Alkermes, Inc. (NASDAQ: ALKS) today announced that its partner, Cilag GmbH International, a subsidiary of Johnson & Johnson, received approval from the Russian Regulatory Authorities to market VIVITROL(R) (naltrexone for extended-release injectable suspension) for the treatment of alcohol dependence in Russia. The product will be manufactured by Alkermes and commercialized by Janssen-Cilag, an affiliate company of Cilag GmbH International.

“VIVITROL is the first once-monthly injectable medication for the treatment of alcohol dependence to be approved in Russia. The long-acting, non-addictive formulation ensures that patients get the benefit of medication over the entire month,” stated Elliot Ehrich, M.D., chief medical officer of Alkermes. “With VIVITROL, physicians will have a new medication option to help treat patients with alcohol dependence, and patients have new hope to help them in their battle with this devastating disease.”

In January 2008, Alkermes and Cilag GmbH International announced an exclusive agreement to commercialize VIVITROL for the treatment of alcohol and opioid dependence in Russia and other countries in the Commonwealth of Independent States (CIS). Alkermes will receive manufacturing revenues and a royalty based on product sales. Alkermes will retain exclusive development and marketing rights to VIVITROL in all markets outside the U.S., Russia and other countries in the CIS. In the U.S., VIVITROL is commercialized primarily by Cephalon, Inc.

About VIVITROL

VIVITROL is the first and only once-monthly, extended-release injectable medication for the treatment of alcohol dependence and was approved by the U.S. Food and Drug Administration in April 2006. The proprietary Medisorb(R) drug delivery technology in VIVITROL enables the medication to be gradually released into the body at a controlled rate over a one-month time period.

About Alcohol Dependence in Russia

There are approximately 10 million people in Russia who are dependent on alcohol.(1) Alcohol is causally related to more than 60 medical conditions, including heart disease, liver disease, infectious disease, and cancer(2,3) and contributes to an estimated 30% of all deaths in Russia each year.(4)

Important Safety Information

Naltrexone has the capacity to cause hepatocellular injury when given in excessive doses.

Naltrexone is contraindicated in acute hepatitis or liver failure, and its use in patients with active liver disease must be carefully considered in light of its hepatotoxic effects.

The margin of separation between the apparently safe dose of naltrexone and the dose causing hepatic injury appears to be only five-fold or less. VIVITROL does not appear to be a hepatotoxin at the recommended doses.

Patients should be warned of the risk of hepatic injury and advised to seek medical attention if they experience symptoms of acute hepatitis. Use of VIVITROL should be discontinued in the event of symptoms and/or signs of acute hepatitis.

VIVITROL is contraindicated in patients receiving or dependent on opioids, in acute opioid withdrawal, and in those who have failed the naloxone challenge test or have a positive urine screen for opioids; and in those with previous hypersensitivity to naltrexone, PLG, carboxymethylcelluose, or any other components of the diluent.

Patients must be opioid free for a minimum of 7-10 days before treatment. Attempts to overcome opioid blockade due to VIVITROL may result in fatal overdose. In prior opioid users, use of opioids after discontinuing VIVITROL may result in fatal overdose because patients may be more sensitive to lower doses of opioids. Patients requiring reversal of the VIVITROL blockade for pain management should be monitored by appropriately trained personnel in a setting equipped for cardiopulmonary resuscitation.

Consider the diagnosis of eosinophilic pneumonia if patients develop progressive dyspnea and hypoxemia. Injection site reactions not improving may require prompt medical attention. Alcohol-dependent patients, including those taking VIVITROL, should be monitored for the development of depression or suicidal thinking. Caution is recommended in administering VIVITROL to patients with moderate to severe renal impairment.

The most common adverse events associated with VIVITROL in clinical trials were nausea, vomiting, headache, dizziness, asthenic conditions and injection site reactions. For full prescribing information, please visit www.vivitrol.com or call 1-800-896-5855.

About Alkermes

Alkermes, Inc., a biotechnology company committed to developing innovative medicines to improve patients’ lives, manufactures RISPERDAL(R) CONSTA(R) for schizophrenia and developed and manufactures VIVITROL(R) for alcohol dependence. Alkermes’ robust pipeline includes extended-release injectable, pulmonary and oral products for the treatment of prevalent, chronic diseases, such as central nervous system disorders, addiction and diabetes. Headquartered in Cambridge, Massachusetts, Alkermes has research and manufacturing facilities in Massachusetts and Ohio.

Certain statements set forth above may constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, including, but not limited to, statements regarding: the successful launch and commercialization of VIVITROL for alcohol dependence in Russia. Although Alkermes believes that such statements are based on reasonable assumptions within the bounds of its knowledge, the forward-looking statements are neither promises nor guarantees, and Alkermes’ business is subject to significant risk and uncertainties. As such, there can be no assurance that Alkermes’ actual results will not differ materially from its expectations. These risks and uncertainties include, among others: the inability to successfully launch, increase sales of or sustain VIVITROL in the market; the inability to successfully and efficiently manufacture VIVITROL. For further information with respect to factors that could cause the company’s actual results to differ materially from expectations, reference is made to the reports the company filed with the Securities and Exchange Commission under the Securities Exchange Act of 1934, as amended. The company disclaims any intention or responsibility for updating forward-looking statements made in this release.

(1) Janssen-Cilag. Data on file, December 2007.

(2) Room R, Babor T, Rehm J. Alcohol and public health. Lancet, 2005; 365:519-530.

(3) Bagnardi V; Blangiardo M; Vecchia C, et al. Alcohol consumption and the risk of cancer. Alcohol Res Health. 2001; 25(4):263-270.

(4) Nemstov, A. Russia: alcohol yesterday and today. Addiction. 2005; 100(2): 146-9.