May 20, 2024

Archives for May 2011

Money Blows in to a Patch of Oregon Known for Its Unrelenting Winds

In this sparsely populated landscape south of the Columbia River Gorge, annual checks for that amount are local residents’ share of a windfall brought by the growing wind energy industry. In an area otherwise dominated by wheat farms, hundreds of 300-foot wind turbines now generate electricity and cash.

“Wind is the only thing that is going to save rural Oregon,” said Judge Gary Thompson of Sherman County Court, “especially since all the timber is gone and the sawmills and all that are closing down. I think what it is is a breath of fresh air.”

The Columbia Gorge has been like an expressway for hard-blowing wind since long before the turbines arrived. Trees here lean to the east from the gusts that rip across the plateau.

Sherman County, which earned $315,000 in property taxes from the first wind farm in 2002, raked in $3 million from wind farms in 2010. The bounty, while mostly flowing to the farmers who lease their land for the turbines, also benefits the public. Taxes, fees and assessments on more than 1,000 megawatts of wind turbine capacity have brought $17.5 million in nine years to a county with just 1,735 residents.

The county’s four towns — Wasco, Moro, Rufus and Grass Valley — are prospering. At Sherman Junior/Senior High School in Moro, wind money paid for new computers, musical instruments, robotics equipment, portions of a greenhouse and a new teacher to instruct the most gifted of its 124 students last year.

“Right now, when many districts around the state are gutting everything, we don’t have to,” said Ivan Ritchie, superintendent of the Sherman County School District and principal of Sherman Elementary School in Grass Valley.

Judge Thompson said the payments were intended to reward residents who have made no financial gains from wind energy development, but whose views of Mount Adams and the county’s stunning landscape now include a panorama of turbines.

“It’s modeled after a lot of Alaska compensation,” Judge Thompson said. “There are a lot of people who live in the county who are not necessarily going to benefit from the renewable energy, and we felt we needed to share it with all the county residents.”

Such dividends were once unique to Alaska, where residents receive annual payments as a share of the revenue from oil flowing through the 800-mile Trans-Alaska Pipeline.

Every Sherman County head of household who has owned property for more than a year qualifies to receive money. Though the county can afford more, Judge Thompson said it decided to keep the checks lower than $600 to spare two clerks from having to file hundreds of related tax forms.

Kathy McCullough, a former commercial airline pilot, said she found the wind intolerable when she first settled here 23 years ago. Her husband, Kevin, farms wheat on 8,000 acres. Mr. McCullough, whose family has been on the land for generations, said his parents had once tethered a rope between the house and the barn so they could find their way when dust was blowing.

“We absolutely hated waking up some days because the wind blows all the time,” Mrs. McCullough said. “It’s like living in a wind tunnel. You can see how the pioneer women went crazy out here. Now you wake up and the wind is blowing and it’s like, yes!”

The McCulloughs’ earn 4.1 percent of the gross revenue from 15 wind turbines on their property, or about $5,500 a year for each turbine. The payments increase over time, as land values inflated by the turbines decline with their age.

Gorge communities benefit from their nearness to power transmission lines that connect to California. Until 2010, Oregon also offered attractive incentives for wind companies, allowing tax credits of up to $11 million toward wind farms costing $20 million or more, credits that could be sold before construction for cash. Counties like Sherman also have the authority to waive millions in local property taxes, negotiating lower taxes in exchange for special fees and payments.

Critics say that the incentives are overly generous and that they take money from hard-pressed state budgets. In Sherman County, however, the arrangement has helped build a library and two new city halls, sewers and a bridge.

Residents say the biggest challenge brought by the wind industry is simple jealousy. Because the northern part of the county is windier, some farmers in the south feel shorted.

A corporation, Praise the Wind, served as the vehicle for northern farmers looking to attract wind developers. After securing the rights to blocks of land, Praise the Wind negotiated leases, building in provisions like weed control, fencing and penalties for crop damage. The corporation now manages payments and acts as a liaison with the wind companies.

“The opportunity for wind development is going to be what helps agriculture continue in these agricultural areas,” said Cheryl Woods, Praise the Wind’s chief financial officer, “because it’s getting more and more expensive to farm and the margin is getting narrower and narrower.” Ms. Woods said annual royalty payments of between $5,500 and $7,800 per turbine have saved some farms.

The turbines have also meant more jobs, officials say. The Columbia Gorge Community College has retooled its electrical engineering department into a renewable energy technician program that has trained 135 students from Sherman and surrounding counties. Judge Thompson said the industry was now Sherman County’s largest employer.

At Kathy Neihart’s Lean-To Cafe and Goose Pit Saloon in Wasco, construction workers and wind technicians have kept her business alive, she said. Two years ago, the restaurant and bar appeared headed for closing. Now, it is out of debt and Ms. Neihart has bought a car.

“It’s been wonderful,” she said. “It’s just a fabulous, happy pile of money.”

Article source: http://feeds.nytimes.com/click.phdo?i=968bfa465291c4ea0af771a7e6154a27

Canada Is in No Hurry to Sell Its Chrysler Shares to Fiat

Last week, Fiat said that it would buy the United States government’s remaining holding in Chrysler. When completed, the transaction will give Fiat majority ownership of Chrysler, which emerged from bankruptcy about two years ago after receiving emergency financial assistance from the governments of the United States and Canada.

But after a meeting with Sergio Marchionne, the chief executive of both Chrysler and Fiat, Jim Flaherty, the finance minister, said that Canada would let the divestment process in the United States unfold before making any decision about its holdings.

“We’ve never believed the government of Canada should be in the automotive business,” Mr. Flaherty said at a news conference in Toronto. “But we have to look out for good value for Canadian taxpayers.”

After providing about 2.9 billion Canadian dollars in emergency loans, the government of Canada and the province of Ontario still hold a combined total of about 1.7 percent of Chrysler’s shares. Unlike the arrangement in the United States, neither Chrysler nor Fiat has any way to force the Canadian governments to divest.

The American process, which involves 6 percent of Chrysler’s shares, will establish a value for the company’s stock. If it is not to Mr. Flaherty’s liking, Canada can wait until Fiat has an initial public offering for Chrysler, or even later, to sell.

Mr. Flaherty, who met with Mr. Marchionne in Toronto to publicly signal Chrysler’s repayment of the 1.7 billion Canadian dollars in loans made through a federal export financing agency, did not indicate what price Canada might accept. Given that the government does not anticipate that Chrysler will pay back the remaining 1.2 billion Canadian dollars, it presumably hopes to recover at least some of that through the share sale.

“We will look at whatever is proposed and consider that,” Mr. Flaherty said.

It is unclear what the province of Ontario, which covered about one-third of the Canadian loans, plans to do with its shares.

Darcy McNeill, a spokesman for Dwight Duncan, the provincial minister of finance, said that it was “not appropriate” for the provincial government to comment at this time.

Article source: http://feeds.nytimes.com/click.phdo?i=5eee6378e32e7bb0b5364dd0803cd506

India’s Economy Grew 7.8 Percent in January-March Quarter

NEW DELHI — India’s economy grew at a slower 7.8 percent in the January-March quarter from the same period a year earlier, as rising interest rates crimped consumption and investment.

The pace of growth eased from the 8.3 percent expansion in the previous quarter and fell below the median forecast for growth of 8.2 percent in a Reuters poll.

For the full 2010-11 fiscal year, which ended in March, the economy grew 8.5 percent, compared with the government’s forecast of 8.6 percent.

“Not a disaster, but adds to the idea that E.M. growth is cooling as tighter policy kicks in,” said Jonathan Cavenagh of Westpac Institutional Bank in Singapore, referring to emerging markets.

With inflation still elevated, he said, the Reserve Bank of India is likely to keep raising interest rates, “which will not be welcome by the equity market.”

Most economists expect the central bank to raise its main policy interest rate by 25 basis points at its review on June 16, after it raised its key rates by a bigger-than-expected 50 basis points in May.

India’s farm sector expanded at 7.5 percent during the January-March quarter from the year-earlier period.

Meanwhile, manufacturing grew 5.5 percent in the same period, less than the 6 percent annual growth seen in the previous quarter.

Agriculture is expected to perform well for the second straight year after the government forecast a normal monsoon in 2011. Prospects for the summer harvest got a boost after annual monsoon rains hit the southern state of Kerala two days ahead of schedule.

Still, rising borrowing costs and higher input prices have started to crimp consumer demand.

The Reserve Bank of India has raised its policy rate by a total of 250 basis points in nine moves since March 2010 as part of battle against stubbornly high inflation. Analysts have forecast an additional increase of 75 basis points by the end of December.

April car sales rose at their slowest pace in nearly two years, rising 13.2 percent from a year earlier, as higher interest rates, fuel prices and vehicle costs crimped demand in the world’s second-fastest growing auto market, after China.

Construction of big projects was delayed during the winter over environmental clearances as well as difficulty securing coal for new power plants.

Article source: http://feeds.nytimes.com/click.phdo?i=607345f4e5686d286235924e5f2758e0

Hackers Disrupt PBS Web Site and Post a Fake Report About a Rap Artist

The PBS Web site briefly carried a fake article claiming that the famed rapper Tupac Shakur was alive and living in New Zealand after a group of hackers took over the organization’s computer systems on Saturday night.

In  addition to posting the fake news article, the group, which identified itself on Twitter as @LulzSec or The Lulz Boat, began posting passwords and e-mail addresses of people from a wide range of news organizations and other information belonging to PBS.

As late as 2:30 a.m. on Monday, PBS had still not regained control of its Web site as the hackers continued to post defaced pages.

Comments posted by LulzSec indicated that the group was unhappy with a Frontline program about WikiLeaks that was recently shown on PBS. The group began posting messages on Twitter about midnight on Sunday: “What’s wrong with @PBS, how come all of its servers are rooted? How come their database is seized? Why are passwords cracked?”  That message was followed by a succession of posts with links to lists of passwords and other data.

Shortly afterward, it appeared that PBS was aware of the intrusion and the news organization posted statements acknowledging the hack, and pointing out that the article about Tupac Shakur was a fake.

A NewsHour employee, Teresa Gorman, replied to questions on Sunday on the Twitter site, noting that the article about the rapper, who died in Las Vegas in 1996, was fake.

The article was posted at 11:30 p.m. on Saturday on the PBS NewsHour news blog, “The Rundown.”

The group posted a list of the material it had taken and a brief commentary: “Anyway, say hello to the inside of the PBS servers, folks. They best watch where they’re sailing next time.”

The group has attacked other media organizations in the last month, according to Secure Business Intelligence, including Fox News and the “X-Factor” television show.

Article source: http://feeds.nytimes.com/click.phdo?i=fd7939a7942908ad5ccb3125b8ac01e4

DealBook: A FrontPoint Founder Tries Again With a New Firm

When FrontPoint Partners began in 2000, its founders envisioned the firm as a one-stop shop for multiple hedge funds, a distinctive strategy in an industry dominated at the time by single star managers.

As FrontPoint fights to stay alive after an insider trading scandal, one of its co-founders, Philip Duff, who left in 2006, sits in a nondescript office less than a mile away from his former firm rethinking the pension business with his latest venture, Massif Partners.

It is his second attempt.

After Mr. Duff helped to orchestrate the sale of FrontPoint to Morgan Stanley in 2006, he struck out on his own, starting Duff Capital Advisors. As with FrontPoint, he tried to identify an untapped market, in this case state and local pension funds struggling to meet their obligations.

He had grand ambitions. Seeded with $500 million to build the business from the private equity firm Lindsay Goldberg, Mr. Duff leased offices in a high-end building in Greenwich, Conn. He loaded the offices with bells and whistles, including a new skylight with automatic tinting to reduce heat and glare.

Duff Capital offered pension and endowment funds a comprehensive group of services, including advice, risk management and a variety of investment options like hedge funds and private equity portfolios. At the time, Mr. Duff boasted that the firm had the potential to be larger than many of the world’s top hedge funds, saying it was in talks to receive as much as $1.5 billion in seed capital to invest.

“Next-generation solutions are needed, and we believe a new approach is required to meet those needs,” Mr. Duff said, in an announcement heralding the new venture.

But the timing was bad.

The firm started in March 2008, just months before the collapse of Lehman Brothers and the onset of the financial crisis. With the markets in disarray, clients never materialized and Duff Capital shut down in May 2009. The firm never moved into its plush offices.

Now, Mr. Duff, a former top executive at Morgan Stanley, is trying again. His new firm, Massif Partners — which like FrontPoint has a name that refers to his passion for mountain climbing — is building off the blueprint of Duff Capital and focusing on pensions. A spokesman for Mr. Duff declined to comment.

If anything, the institutional investors are in worse shape. A recent study of 126 state and local pensions funds found that they had just 77 cents for every $1 of obligations. That is down 2 percent from 2009 and the lowest level since the mid-90s, according to the report by the Boston College Center for Retirement Research.

Typically, the institutional investors take an à la carte approach to building a comprehensive portfolio, getting risk analytics, investment advice and fund options from a variety of providers. Massif is trying to streamline the investment process for pensions, giving them access to several services through one firm, according to a person with knowledge of the situation who declined to speak publicly.

While it is a growing industry, the field is competitive, said Stewart Massey, co-founder of Massey Quick, a consulting and wealth management firm. Mr. Duff has raised just $4.5 million from 10 investors, according to a regulatory filing in January.

“Unless you have that cornerstone investor, it’s a very tough business to build,” Mr. Massey said.

Mr. Duff began his career as a grain trader at Louis Dreyfus in the late 1970s, leaving in 1982 to attend business school at the Massachusetts Institute of Technology. During the summer, he worked as an associate at Morgan Stanley in the mergers and acquisitions group.

After graduation, he joined the financial institutions group at Morgan Stanley during a period of rapid consolidation in the banking industry. He quickly rose through the ranks, becoming the chief financial officer under John J. Mack in 1994. Mr. Duff was 34.

A few years later, he jumped from investment banking to asset management, becoming chief operating officer at Tiger Management, the hedge fund founded by the legendary investor Julian Robertson. When Mr. Robertson closed his fund to outside investors in 2000, Mr. Duff left.

Late that year, Mr. Duff, Gil Caffray, the former head trader at Tiger, and Paul Ghaffari, a manager for George Soros, decided to start FrontPoint. Mr. Duff named the firm after a technique used to climb ice.

After five years, the team was managing more than $5 billion, thanks in part to its diversified model. FrontPoint brought several independent managers in house, providing back-office support and risk controls for the group. As assets swelled, the firm caught the eye of Mr. Duff’s former employer, Morgan Stanley, which took an ownership stake for $400 million in late 2006. Shortly thereafter, Mr. Duff left FrontPoint.

Last year, the multimanager model that had served the firm so well suddenly became a liability. In early November, the government arrested a French doctor on suspicion of leaking insider tips about a drug trial to a hedge fund portfolio manager, later revealed to be an employee of FrontPoint. Joseph F. Skowron, the employee, was charged with insider trading last month while the doctor, Yves Benhamou, pleaded guilty in the case.

While neither FrontPoint nor any other managers were accused of wrongdoing, the entire firm suffered. Investors pulled more than $3 billion from the main fund, and earlier this month FrontPoint announced that it was shutting down most of its funds.

Some say that the problems at FrontPoint and Duff Capital could make it difficult for Massif to attract clients.

“In any situation, your most important asset is your judgment, and that’s especially true on Wall Street,” said Steven Seiden, a founder of Seiden Krieger Associates, an executive search firm.

“If it’s a blatant lapse of judgment that caused this, then it could be very difficult,” he said of the collapse of Duff Capital. “If it’s part of everyone who got swept up in the financial maelstrom, then that’s a different story.”

Mr. Duff has not begun marketing in earnest and does not expect to start investing until early 2012, according to people who have been briefed on his plans. For now, he is focused on developing Massif, which in climbing parlance refers to a cluster of mountain peaks. Along with veterans from FrontPoint and Duff Capital, he is in talks to hire FrontPoint staff, as that business winds down its main fund.

He has also traded the grandeur of Duff Capital for the more modest Massif. He’s downsized from the more than 40,000-square-foot offices for Duff Capital to a featureless space with warm, blond wood accents. The Massif office, in the retail corridor of Greenwich, is one floor up from Giggle, a store that sells clothing, furniture, books, toys and other items for babies.

Article source: http://feeds.nytimes.com/click.phdo?i=846e369d0ed7872672b4ad5558963b68

Moody’s Warns of Possible Downgrade to Japan’s Debt Rating

HONG KONG — Moody’s warned on Tuesday that it may downgrade its sovereign debt rating for Japan, joining other ratings agencies in taking a more pessimistic view of the Japanese economy after the March 11 earthquake and tsunami.

The disaster hit an economy that was already struggling with persistently anemic growth, periodic deflation, an aging population and high government debt levels.

Moody’s kept its rating for Japanese bonds unchanged at Aa2, but said its decision to review the rating for a possible downgrade had been prompted by “heightened concern that faltering economic growth prospects and a weak policy response would make more challenging the government’s ability to fashion and achieve a credible deficit reduction target.”

Without an effective strategy, the ratings agency said, government debt “will rise inexorably from a level which already is well above that of other advanced economies.”

Although a financing crisis is unlikely in the near- to medium-term, “pressures could build up over the longer term,” Moody’s said. “Moreover, at some point in the future, a tipping point could be reached, and at which the market would price in a risk premium to government debt.”

The Japanese economics minister, Kaoru Yosano, said in a news conference in Tokyo that he was unhappy about Moody’s move but added that the government must preserve fiscal discipline.

“The government and politicians must always bear in mind the need to maintain fiscal discipline and must act to achieve this end,” Mr. Yosano said, Reuters reported.

Unlike most of the rest of Asia, the Japanese economy had not yet fully recovered from the impact of the global financial crisis, and the massive economic and fiscal costs of the March 11 disaster have caused the economy to contract sharply, tipping Japan into its second recession in less than three years.

Data published on May 19 showed that Japan’s economy shrank at an annual rate of 3.7 percent in the first quarter.

A rebound is widely expected to kick in once rebuilding work gathers momentum, and as battered supply chains normalize.

The Economy and Trade Ministry reported on Tuesday that industrial output in April climbed 1 percent from the previous month, a marked improvement from the 15.5 percent plunge in March. The rise was below what analysts had expected, but nevertheless supported the overall picture of an economy that is clawing its way back to pre-quake levels.

Anecdotal evidence — news of factories opening up again and of companies normalizing production plans — has shown that the situation continued to improve in May, economists at Credit Suisse in Tokyo wrote in a research note. Industrial production, they wrote, “is moving toward a V-shaped recovery.”

Still, power shortfalls and the lingering crisis at the earthquake-stricken Fukushima Daiichi nuclear power plant cloud the overall picture.

In addition, Japan’s government debt levels are by far the largest among the world’s major advanced economies, while growth in the medium term is unlikely to rise much above an annual rate of 1 percent, despite the expected post-quake rebound, many analysts say.

Moreover, political infighting hampers the ability of the government to achieve a steady reduction in the budget deficit.

“New fiscal measures are unavoidably necessary to close the primary deficit,” Moody’s said in its report on Tuesday. “To that end, the government intends to introduce a comprehensive tax reform program in June. However, Japan’s divided Diet — in which the opposition Liberal Democratic Party controls the Upper House — and the intensifying level of political challenges” to Prime Minister Naoto Kan “continue to threaten to bog down such efforts.”

The assessments echo those by Standard Poor’s, which downgraded its rating for Japan to AA- in January and lowered its outlook on that rating to negative in late April.

Fitch Ratings also lowered its outlook for Japan to negative last week, and likewise said a “stronger fiscal consolidation strategy” was necessary.

The Japanese stock market, meanwhile, shrugged off the warning from Moody’s. The Nikkei 225 index closed 2 percent higher, at 9,693.73 points, on Tuesday.

The index has recovered from the low of 8,605.15, plumbed in the week after the quake, but remains below the level of 10,360 points, where it was shortly before the quake struck.

Article source: http://feeds.nytimes.com/click.phdo?i=ae94e0aa568d8443ac1f10adc2ad5ac7

Where ‘Free’ Costs a Lot

But those “free” tickets actually cost about $530 each, in addition to the 50,000 miles per ticket, because the airline passed along taxes, fees and a $350 fuel surcharge.

Although many carriers charge passengers flying with award tickets some government taxes and fees, foreign airlines are increasingly adding fuel surcharges to the bill, a practice that has not caught on yet in the United States.

“I suppose one way of looking at it is that’s good news for Americans,” said Tim Winship, publisher of FrequentFlier.com. “Our hometown carriers thus far have been leery of going down that road, but that could certainly change.”

Delta Airlines did experiment with a fuel surcharge on award tickets in 2007, but dropped the fee in 2008 when competitors did not follow suit and oil prices declined.

Paul Skrbec, a Delta spokesman, said the airline continued to monitor this policy as oil prices hovered around $100 a barrel, but was not currently assessing a fuel surcharge on domestic or international awards.

That does not mean passengers traveling on frequent flier tickets with American airlines are exempt from other fees, particularly when traveling abroad.

On United, an economy-class award ticket between New York and London costs $174 plus 55,000 miles, mostly because of British and United States government taxes that United passes along. For that same itinerary, American charges $169 and 40,000 miles and Delta charges $172 plus 60,000 miles — though on all three airlines, the fees and the miles required can be higher depending on the date of travel, class of service and whether a connection is involved.

Still, those fees add up to far less than the fuel surcharges collected by some foreign carriers — among them British Airways, Air Canada, Lufthansa, Virgin Atlantic and All Nippon Airways — when passengers redeem miles for flights.

“British Airways is the poster child for assessing what I would consider to be egregious fuel surcharges on award tickets,” Mr. Winship said. “But they’re not alone.”

John Lampl, a spokesman for British Airways, said the airline began imposing a fuel surcharge in 2004 — a $4 per flight fee that had been adjusted (mostly upward) as fuel prices had risen and occasionally declined. It applies to paid tickets as well as frequent flier awards, and is calculated based on the class of travel and the length of the flight.

“We’d be out of business if we didn’t do it,” Mr. Lampl said. “When the cost of fuel escalates we have to pass it on.”

One way travelers have found to dodge this fee is to use their frequent flier miles on a partner carrier that does not impose a fuel surcharge, since miles earned on one carrier can often be redeemed for flights on a partner within the same global alliance.

“I used my 100,000 British Airways miles for four domestic round-trip tickets on American Airlines at 25,000 miles each,” said Rick Ingersoll, a retired mortgage banker who offers advice on traveling for free at FrugalTravelGuy.com.

Besides fuel surcharges and government taxes, other fees associated with redeeming frequent flier tickets have been increasing in recent years, as airlines have relied on à la carte charges to offset higher oil prices.

American, Delta and US Airways charge $150 to change an award ticket, while other carriers typically charge about $75 to $100. It costs roughly the same amount to cancel an itinerary and redeposit the miles back in your account — although these and many other fees are often reduced or waived for elite members of an airline’s frequent flier program.

The fee to book an award ticket by phone instead of online can run as high as $30 on US Airways ($15 to $25 is the norm). US Airways also charges an “award processing fee” of $25 to $50 per ticket, a fee most other carriers do not impose.

But given that Web booking tools for frequent flier tickets do not always display all the available options for award seats, particularly on partner carriers, Mr. Winship said the phone booking fee was sometimes worth challenging.

“I have heard from people who were able to get the phone fee waived by explaining to the agent, ‘Listen you people have forced me to make this phone call because your Web booking application doesn’t include the availability of partner award seats, and I really feel strongly you should waive the phone fee,’ ” he said. “But that’s something you have to take the initiative to bring up — and hope that you get a sympathetic agent.”

Another charge that surprises many frequent fliers is a fee to book an award ticket at the last minute, which airlines generally consider to be within three weeks before the start of a trip. That charge ranges from $50 to $100, but is more inconsistent among airlines. Delta dropped this fee last year, while United will begin charging a $75 fee on June 15 for award tickets booked less than 21 days before departure. (Elite members of its MileagePlus program will get a discount.)

Many airlines have also imposed fees to use frequent flier miles to upgrade a paid ticket, which can be hundreds of dollars for an international flight.

Although there is no publicly available data on how much airlines collect in award fees, Mr. Winship pointed out that it was high enough to make the idea of a “free ticket” obsolete.

“The notion that these tickets ought to be free has persisted long past the time when they actually were free,” he said. “The language hasn’t caught up with the reality yet.”

Article source: http://feeds.nytimes.com/click.phdo?i=2b2c00bcef75da545d5effbef119bdac

Breaches Lead to Push to Protect Medical Data

Such lapses, frightening to consumers, could impede the Obama administration’s effort to shift the nation to electronic health care records.

“People need to be assured that their health records are secure and private,” Kathleen Sebelius, secretary of health and human services, said in an interview by phone. “I feel equally strongly that conversion to electronic health records may be one of the most transformative issues in the delivery of health care, lowering medical errors, reducing costs and helping to improve the quality of outcomes.”

So the administration is making new efforts to enforce existing rules about medical privacy and security. But some health care experts wonder if the current rules are enough or whether stronger laws are needed, for example making it a crime for someone to use information obtained improperly.

“The consequences of breaches matter,” conceded Dr. Farzad Mostashari, a former New York public hospitals official who recently became the Obama administration’s national coordinator for health information technology. “People say they are afraid that if their private information becomes known, they may not be able to get health insurance.”

In the last two years, personal medical records of at least 7.8 million people have been improperly exposed, according to the government data. One particularly egregious case involved information about 1.7 million patients, staff members, contractors and suppliers of Bronx hospitals and clinics operated by the Health and Hospitals Corporation, the New York public health agency. Their electronic files were stolen from an unlocked van belonging to a record management company.

The affected patients got the disquieting news that their medical and personal information, like Social Security numbers, had been violated when their health care providers notified them under federal rules.

Showing just how lax security can be, the inspector general of the Department of Health and Human Services said two weeks ago that the agency had found dozens of vulnerabilities in systems to protect records of patients at seven large hospitals in New York, California, Illinois, Texas, Massachusetts, Georgia and Missouri. Auditors cited such problems as personal information that was not encrypted and was stored on computers that could be easily used by unauthorized users.

Auditing teams are now inspecting eight more hospitals, said Lori Pilcher, an assistant inspector general at Health and Human Services. The hospitals are not being identified to avoid alerting hackers, she said.

Another big breach was reported in March on the official Web site by Health Net, a California-based insurance company, which notified 1.9 million health plan members that records with their personal information were missing.

Health Net said I.B.M., which was managing its information system, told the insurer that the records could not be found.

“The health care industry is not as vigilant as they should be about protecting private information in a patient’s medical records,” said Representative Joe L. Barton, a Texas Republican who is co-chairman of the Bipartisan Privacy Caucus in the House.

Mr. Barton knows from personal experience. His own records after a heart attack, along with several thousand others from a research project at the National Institutes of Health, were “on a disk in a laptop in somebody’s trunk that disappeared,” he recalled. “I was stunned.”

The Obama administration has levied a string of stringent penalties for egregious violations of patient rights under the most commonly cited law, the Health Insurance Portability and Accountability Act, or HIPAA, of 1996. Health information is supposed to stay private under those rules, but research has shown that it is not that difficult to connect names and addresses to nominally anonymous data with Internet searches and computerized matchups.

Article source: http://feeds.nytimes.com/click.phdo?i=6a28ff2dd99ebb8042a1cc5aa0b1dc02

Not a Flashy Investor, Just Successful

He snapped up his 1995 Donzi motorboat after it had been repossessed from its previous owner. He made a deeply discounted, 24-hour, take-it-or-leave-it offer for a home on Long Island that had been on the market for years, only to later discover he had bought Vincent Astor’s summer home.

And while the Midtown offices of his investment firm, M. D. Sass, are appointed in rich mahogany paneling with marble tables, Mr. Sass explains that not all is as it seems. He leased the office at a fire-sale price in the early 1990s after the previous tenant, Ensign Bank, went into receivership.

“I wouldn’t have put this stuff in,” Mr. Sass, 69, growled, sweeping his arm dismissively around the room. “But I got it for nothing.”

Mr. Sass’s bargain-hunting ways extend to his investment firm, which oversees a collection of investment funds, hedge funds and private equity partnerships with $8 billion in assets.

Earlier this year, as shares for oil-services stocks like Halliburton and Baker Hughes languished, Mr. Sass added to his stakes in his flagship M. D. Sass Relative Value Equity Strategy, a group of accounts that require a $10 million minimum investment.

And this spring when the earthquake, tsunami and nuclear crisis in Japan rocked global stock markets, and insurance companies tumbled on early estimates of billions in losses, Mr. Sass again went shopping, this time picking up shares of the insurance company MetLife.

“I went in as everyone else went out,” said Mr. Sass, perched on a chair in an office filled with figures of bulls and bears. “More bulls than bears,” he notes, laughing. In the mighty world of investment managers, Mr. Sass isn’t a big dog.

He does not make bold bets like John Paulson’s gold play, which personally netted Mr. Paulson $5 billion last year. Mr. Sass doesn’t buy stock in a company and agitate management to change its ways as the activist investor William A. Ackman of Pershing Square does. Nor are Mr. Sass’s offices staffed with mathematicians or physicists designing algorithmic trading models for high-speed computers like those of James H. Simons of Renaissance Technologies.

What Mr. Sass does is real meat-and-potatoes investing. He scans the markets for companies trading at prices that he thinks do not reflect their earnings potential. He applies his accounting background to company financials to root out cash flow.

Mr. Sass entered this year bullish, betting that the economy was going to improve and that stocks were undervalued. He thinks the S. P. 500-stock index could end the year closer to 1,500 from its current level of 1,331.

Aided by a small team of analysts, including his son, Ari, Mr. Sass develops broad investment themes and then digs for companies within those sectors that are positioned to benefit.

For instance, he built up his big stake in oil-services companies in the belief that they would gain once drilling resumed in the Gulf of Mexico. He has grabbed onto generic drug makers on the notion that large pharmaceutical companies are on the verge of losing critical patents on blockbuster drugs. And his firm took a sizable position in a company that makes slot machines, an area he argues will show tremendous growth as more states hope to address fiscal shortfalls through gambling.

Mr. Sass’s style has produced an annualized gain of 7.2 percent, after fees, over the past decade versus a 5.3 percent annualized return for an index of value stocks tracked by Chicago research firm Morningstar.

His recent bets in oil-services stocks have paid off, with Halliburton and Baker Hughes both trading about 22 percent above where he bought them. Shares of MetLife are hovering at just about the same price he paid in March.

While Mr. Sass’s funds do not produce eye-popping double-digit returns, neither are investors likely to face those sort of losses either, say people who know Mr. Sass and his investment style.

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Medicare Plan for Payments Irks Hospitals

The administration plans to establish “Medicare spending per beneficiary” as a new measure of hospital performance, just like the mortality rate for heart attack patients and the infection rate for surgery patients.

Hospitals could be held accountable not only for the cost of the care they provide, but also for the cost of services performed by doctors and other health care providers in the 90 days after a Medicare patient leaves the hospital.

This plan has drawn fire from hospitals, which say they have little control over services provided after a patient’s discharge — and, in many cases, do not even know about them. More generally, they are apprehensive about Medicare’s plans to reward and penalize hospitals based on untested measures of efficiency that include spending per beneficiary.

A major goal of the new health care law, often overlooked, is to improve “the quality and efficiency of health care” by linking payments to the performance of health care providers. The new Medicare initiative, known as value-based purchasing, will redistribute money among more than 3,100 hospitals.

Medicare will begin computing performance scores in July, for monetary rewards and penalties that start in October 2012.

The desire to reward hospitals for high-quality care is not new or controversial. The idea can be traced back to a bipartisan bill introduced in Congress in 2005, when Democrats and Republicans were still working together on health care. However, adding in “efficiency” is entirely new and controversial, as no consensus exists on how to define or measure the efficiency of health care providers.

The new health care law directs the secretary of health and human services to develop “efficiency measures, including measures of Medicare spending per beneficiary.” Obama administration officials will decide how to calculate spending per beneficiary and how to use it in paying hospitals.

Administration officials hope such efforts will slow the growth of Medicare without risking the political firestorm that burned Republicans who tried to remake the program this year.

In calculating Medicare spending per beneficiary, the administration said, it wants to count costs generated during a hospital stay, the three days before it and the 90 days afterward. This, it said, will encourage hospitals to coordinate care “in an efficient manner over an extended time period.”

If, for example, an 83-year-old woman is admitted to a hospital with a broken hip, she might have hip replacement surgery and then be released to a nursing home or a rehabilitation hospital. When she recovers, she might return to her own home, but still visit doctors and physical therapists or receive care from a home health agency. If she develops a serious infection, she might go back to the hospital within 90 days.

The new measure of Medicare spending per beneficiary would include all these costs, which — federal officials say — could be reduced by better coordination of care and communication among providers.

Here, in simplified form, is an example offered by federal officials to show how the rewards might work. If Medicare spends an average of $9,125 per beneficiary at a particular hospital and if the comparable figure for all hospitals nationwide is $12,467, the hospital would receive high marks — 9 points out of a possible 10 awarded for efficiency. This measure, combined with measures of quality, would be used to compute an overall performance score for the hospital. Based on this score, Medicare would pay a higher or lower percentage of each claim filed by the hospital.

Federal officials are still working out details, including how to distribute the money.

Charles N. Kahn III, president of the Federation of American Hospitals, which represents investor-owned companies, said he supported efforts to pay hospitals according to their performance. But he said the administration was “off track” in trying to hold hospitals accountable for what Medicare spends on patients two or three months after they leave the hospital.

“That’s unrealistic, beyond the pale,” Mr. Kahn said.

Since 2004, Medicare has provided financial incentives to hospitals to report on the quality of care, using widely accepted clinical measures.

Much of the information is posted on a government Web site (hospitalcompare.hhs.gov), but it has not been used as a basis for paying hospitals.

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