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Q: I may have a job offer soon with a newspaper and I am wondering at what point should I talk about relocation costs, etc. I've only worked for Knight Ridder and each time it varied by paper. At one place, it was the same for everyone (I think around 6 weeks pay). I later went to another KR newspaper and this wasn't mentioned until after I accepted a job and the salary. The editor then gave me the name of someone in HR and we kind of worked out what the moving expenses would cost. I think I got gypped, though, after talking to other reporters who told me they actually got a bonus. Normally, I don't bring up salary or moving costs during interviews. I've always waited to discuss that when/if a job proposal is made. What are your thoughts on that. I don't want to be aggressive during an interview and make it look like all I care about is money (because I don't). Still, I want to get the best relocation possible. Thanks for any suggestions. Dan A: The time to negotiate relocation costs is while you are considering an offer. Talking about relocation before you have been affiliate program management ffered a job is presumptuous and talking about it after you have accepted costs you your bargaining clout. The whole package -- pay, costs and vacation time -- should go into your decision. Policies may vary within companies. Some moves will naturally be much more expensive than others, some people are more highly sought than others and some are just better at bargaining.

Back again after spending much of the last three weeks in the internet interdit zone of Birkencraig - an island at Lake of the Woods, in the Gordon family for 100 years [built by C W Gordon, Mary's grandfather], where, among other things, I spent way too much time learning the unfortunate reallities of trying to get a composting toilet working with a big crowd of producers waiting, hoping . . .[who knew a solar fan could go in the wrong way?]. Prior to that I spend a couple of weeks over-building a back deck until Mary wisely said, 'Maybe that's enough for now.' I still have a bit of holiday time left so am puttering around, giving my daughter a hand in her apartment. Emerging out of cyberless space-time, I found myself tagged by Jamie for a book meme. [Jamie had nicely sent me an email wondering if I had dropped off the planet]. Books are, for me, strongly connected to summer [the only time of year I get much/any pleaasure reading done]. So here goes [I'll leave the Bible off the list, though it would show up in a number of categories] One book that changed your life: This tiger woods swing as the hardest one. Many came to mind: Codendent No More [helped me let go], Men are from Mars, etc.

Thanks for all of you who have asked for this. I'm trying a slightly different format, which should be interesting. I've found that most people who come to my sessions have read enough of my work to be up and running before they arrive, so I thought we'd just start at the end, with the Q&A. September 6, in New York, all day Q&A and brainstorming session. pc anywhere 10 download hope you can make it.

Q: I may have a job offer soon with a newspaper and I am wondering at what point should I talk about relocation costs, etc. I've only worked for Knight Ridder and each time it varied by paper. At one place, it was the same for everyone (I think around 6 weeks pay). I later went to another KR newspaper and this wasn't mentioned until after I accepted a job and the salary. The editor then gave me the name of someone in HR and we kind of worked out what the moving expenses would cost. I think I got gypped, though, after talking to other reporters who told me they actually got a bonus. Normally, I don't bring up salary or moving costs during interviews. I've always waited to discuss that when/if a job proposal is made. What are your thoughts on that. I don't want to be aggressive during an interview and make it look like all I care about is money (because I don't). Still, I want to get the best relocation possible. Thanks for any suggestions. Dan A: The time to negotiate relocation costs is bad credit mortgage loan hile you are considering an offer. Talking about relocation before you have been offered a job is presumptuous and talking about it after you have accepted costs you your bargaining clout. The whole package -- pay, costs and vacation time -- should go into your decision. Policies may vary within companies. Some moves will naturally be much more expensive than others, some people are more highly sought than others and some are just better at bargaining.

Thanks for all of you who have asked for this. I'm trying a slightly different format, customer tracking hich should be interesting. I've found that most people who come to my sessions have read enough of my work to be up and running before they arrive, so I thought we'd just start at the end, with the Q&A. September 6, in New York, all day Q&A and brainstorming session. I hope you can make it.

Over at CommonHealth this week, Debra Geihsler proposes a coordinated care model as a solution to the looming PCP crisis . (Debra is CEO of Harvard Vanguard Medical Associates, which, for those of you not from around here, is the not-for-profit medical group that used to be the staff part of former part-staff-model HMO Harvard Community Health Plan; the HMO is now Harvard Pilgrim Health Care.) This sounds like an intriguing idea, but the solution seems to be constructed from the perspective of the provider and payor (lack of PCP resources, high cost of chronic care) rather than the public (though she does note the access issue -- i.e., lack of timely access to PCPs). I wonder, to what extent has HVMA implemented this approach? To what extent can it do so without changes in payor contracts? I'd be interested in hearing more about what HVMA means, exactly, by coordinated care. As described by some other provider organizations, it sounds to me just like what the function of a good PCP is supposed to be. My own care through HVMA seems to be coordinated through my PCP, through discover magazine nnual physicals and advice about things like diet and exercise, as well as through encounters with the system between annual physicals.

Q: I may have a job offer soon with a newspaper and I am wondering at what point should I talk about relocation costs, etc. I've only worked for Knight Ridder and each time it varied by paper. At one place, it was the same for everyone (I think around 6 weeks pay). I later went to another KR newspaper and this wasn't mentioned until after I accepted a job and the salary. The editor then gave me the name of someone in HR and we kind of worked out what the moving expenses would cost. I think I got gypped, though, after talking to other reporters who told me they actually got a bonus. Normally, I don't bring up salary or moving costs during interviews. I've always waited to discuss that when/if a job proposal is made. What are your thoughts on that. I don't want to be aggressive during an interview and make it look like all I care about is money (because I don't). Still, I want to get the best relocation possible. Thanks for any suggestions. Dan A: The time to negotiate relocation costs is while you are considering an offer. Talking about relocation before you have been offered a job is presumptuous and talking about it after you have accepted costs you your bargaining clout. The whole package -- pay, costs and vacation time -- should go into your decision. Policies may vary within companies. Some moves will naturally be much more expensive than others, some people are more highly sought than others and some are just better personal emergency response t bargaining.

In Trenwick America Litigation Trust v. Ernst & Young, L.L.P., C.A. No. 1571-N, filter syringe ugust 10, 2006 (I don’t yet have an online cite), in a typically insightful opinion, Delaware’s VC Strine held, among other things, that the directors of a subsidiary did not breach a fiduciary duty to its creditors for taking on debt for the benefit of its parent corporation, which owned 100% of its stock, although the parent and the sub eventually became insolvent. VC Strine basically applied the business judgment rule and refused to find a special duty by the board to the creditors to avoid “deepening insolvency.” In other words, the subsidiary’s board continues to have a duty to the corporation , with the discretion under the business judgment rule to enter into transactions that benefit its sole shareholder, even if these transactions eventually leave its creditors worse off. Here’s a colorful excerpt: Delaware law does not recognize this catchy term ["deepening insolvency"] as a cause of action, because catchy though the term may be, it does not express a coherent concept. Even when a firm is insolvent, its directors may, in the appropriate exercise of their business judgment, take action that might, if it does not pan out, result in the firm being painted in a deeper hue of red.

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Back again after spending much of the last three weeks in the internet interdit zone of Birkencraig - an island at Lake of the Woods, in the Gordon family for 100 years [built by C W Gordon, Mary's grandfather], where, among other things, I spent way too much time learning the unfortunate reallities of trying to get a composting toilet working with a big crowd of producers waiting, hoping . . .[who knew a solar fan could go in the wrong way?]. Prior to that I spend a couple of weeks over-building a back deck until Mary wisely said, 'Maybe that's enough for now.' I still have a bit of holiday time left so am puttering around, giving my daughter a hand in her apartment. Emerging out of cyberless space-time, I found myself tagged by Jamie for a book meme. [Jamie had nicely sent me an email wondering if I had dropped off the planet]. homeless person ooks are, for me, strongly connected to summer [the only time of year I get much/any pleaasure reading done]. So here goes [I'll leave the Bible off the list, though it would show up in a number of categories] One book that changed your life: This was the hardest one. Many came to mind: Codendent No More [helped me let go], Men are from Mars, etc.

In Trenwick America Litigation Trust v. Ernst & Young, L.L.P., C.A. No. 1571-N, August 10, 2006 (I don’t yet have an online cite), in a typically insightful opinion, Delaware’s VC Strine held, among other things, that the directors of a subsidiary did not breach a fiduciary duty to its creditors for taking on debt for the benefit of its parent corporation, which owned 100% of its stock, although the parent and the sub eventually became insolvent. VC Strine basically applied the business mlm lead list udgment rule and refused to find a special duty by the board to the creditors to avoid “deepening insolvency.” In other words, the subsidiary’s board continues to have a duty to the corporation , with the discretion under the business judgment rule to enter into transactions that benefit its sole shareholder, even if these transactions eventually leave its creditors worse off. Here’s a colorful excerpt: Delaware law does not recognize this catchy term ["deepening insolvency"] as a cause of action, because catchy though the term may be, it does not express a coherent concept. Even when a firm is insolvent, its directors may, in the appropriate exercise of their business judgment, take action that might, if it does not pan out, result in the firm being painted in a deeper hue of red.

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Over at CommonHealth this week, Debra Geihsler proposes a coordinated care model as a solution to the looming PCP crisis . (Debra is CEO of Harvard Vanguard Medical Associates, which, for those of you not from around here, is the not-for-profit medical group that used to be the staff part of former part-staff-model HMO Harvard Community Health Plan; the HMO is now Harvard Pilgrim Health Care.) This sounds like an intriguing idea, but the solution seems to be constructed from the perspective of the provider and payor (lack of PCP resources, high cost of chronic care) rather than the public (though she does note the access issue -- i.e., lack of timely access to PCPs). I wonder, to what extent has HVMA implemented this approach? To what extent can it do so without changes in payor contracts? I'd be interested in hearing more about what HVMA means, exactly, by coordinated care. As described by some other provider organizations, it sounds to me just like what the function of a good medical coding programs CP is supposed to be. My own care through HVMA seems to be coordinated through my PCP, through annual physicals and advice about things like diet and exercise, as well as through encounters with the system between annual physicals.

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