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			<title>Bank of Santa Clarita Reports Record Pre-Tax Earnings</title>
			<link>http://pymnts.com/bank-of-santa-clarita-reports-record-pre-tax-earnings-20120203005963/</link>
			<description>
    &lt;p&gt;
      Bank of Santa Clarita (OTCBB: BSCA) today announced record pre-tax 
      earnings and strong loan growth for 2011.
    &lt;/p&gt;
    &lt;p&gt;
      Bank of Santa Clarita, the only commercial bank headquartered in the 
      Santa Clarita Valley, reported net earnings for the fourth quarter of 
      2011 totaling $223,000 as compared to $104,000 for the fourth quarter of 
      2010. The Bank also reported a $418,000 growth in pre-tax earnings, 
      which totaled $380,000 for the fourth quarter of 2011, as compared to 
      pre-tax loss of $38,000 for the fourth quarters of 2010. Net earnings 
      for the Bank totaled $381,000 and $569,000 for the years ended December 
      31, 2011 and 2010, respectively, while pre-tax earnings totaled $613,000 
      and $267,000, respectively, for those two years. As announced in the 
      second quarter of 2011, the Bank initiated certain facilities-related 
      transactions which are designed to provide for efficient and productive 
      facilities supporting the Bank’s operations and likely growth in those 
      operations for the foreseeable future. The facilities plan transactions 
      included the early termination of the lease on our former headquarters 
      facility, which resulted in an expense of $250,000 for the 
      early-termination fee, which was recorded during the second quarter of 
      2011. The significant factors which generated our operating results are 
      described below.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;span class=&quot;bwuline&quot;&gt;Net Interest Income&lt;/span&gt;: The Bank reported 
      $6.63 million of net interest income for the year ended December 31, 
      2011, as compared to the $5.98 million reported for the year 2010. This 
      growth was the result of an increase in the net margin from 3.48% in 
      2011 from 3.31% in 2010, which improvement was largely driven by a 
      significant reduction in the cost of deposits, as the Bank has seen the 
      average cost of deposits for 2011 decline to 1.04%, from 1.48% for 2010.
    &lt;/p&gt;
    &lt;p&gt;
      During 2011 the Bank experienced growth in its loan portfolio, as net 
      loan balances totaled $135.5 million at December 31, 2011, as compared 
      to $128.3 million at December 31, 2010, reflecting growth of $7.2 
      million or 6%.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;span class=&quot;bwuline&quot;&gt;Noninterest Expense&lt;/span&gt;: The Bank experienced 
      an increase in total noninterest expenses, from $6.22 million in 2010 to 
      $6.63 million in 2011; this $416,000 increase resulted from several 
      factors, the most significant of which was the $250,000 related to the 
      cost of terminating a facilities lease, as described above.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;span class=&quot;bwuline&quot;&gt;Income Tax Expense (Benefit)&lt;/span&gt;: The Bank 
      reported $232,000 of income tax expense during the year ended December 
      31, 2011, as compared to a $302,000 income tax benefit reported for 
      2010. The tax benefit in 2010 primarily resulted from the Bank’s 
      recognition in 2010 (and in 2008 and 2009) of all of the income tax 
      benefits relating to pre-tax losses reported in the initial four years 
      of the Bank’s operations (2004 – 2007), for which no income tax benefits 
      had then been recorded. Such income tax benefits reported amounted to 
      $417,000 during 2010 and $0 in 2011, as the entire amount of the initial 
      years’ income tax benefits was recorded during 2008 through 2010.
    &lt;/p&gt;
    &lt;p&gt;
      “We are very pleased with our operating results, as the Bank reported a 
      record level of pre-tax earnings, an improvement in our net interest 
      margin, and continuing excellent asset quality, with no charge-offs in 
      2011 and nonaccrual loans totaling only $16,000 at December 31, 2011. 
      Moreover, considering the second quarter charge we took resulting from 
      our decision to exercise our option to terminate early a lease on one of 
      our facilities, the Bank’s core profitability has improved. Our 
      facilities-related decisions will have the effects of providing both 
      substantial cost savings over the next three years and also the physical 
      space needed to accommodate our growth for the future,” said James D. 
      Hicken, President and Chief Executive Officer. Mr. Hicken added, “We 
      feel the Bank continues to be well positioned for the current 
      environment, and we remain focused on our traditional core values which 
      have guided us well through these challenging times.”
    &lt;/p&gt;
    &lt;p&gt;
      Frank Di Tomaso, Executive Chairman of the Bank, commented that, &quot;2011 
      represented a challenging yet exciting year for the Bank. We moved into 
      our new headquarters office, consolidated a branch office and eliminated 
      an expensive building lease; moreover, we have seen growth in loans and 
      significantly decreased our cost of deposits. As we now look to 2012 
      with great excitement, we believe that we are well-positioned to 
      continue our loan and deposit growth by providing high quality service 
      to our local community.”
    &lt;/p&gt;
    &lt;p&gt;
      At December 31, 2011, shareholders’ equity totaled $20.8 million and the 
      Bank’s total risk-based regulatory capital ratio was 15.15%, exceeding 
      the “well-capitalized” level of 10% which is prescribed in applicable 
      capital regulations. The Bank also continues to maintain substantial 
      liquidity positions, retaining significant balances of liquidity on its 
      balance sheet as well as readily available collateralized borrowings and 
      other potential sources of liquidity.
    &lt;/p&gt;
    &lt;p&gt;
      Bank of Santa Clarita, founded in 2004, is the only independent, full 
      service commercial bank headquartered in the Santa Clarita Valley and 
      generally serves the needs of retail consumers, small to mid-sized 
      businesses, professionals, entrepreneurs, and high-net worth 
      individuals. The Bank provides local, experienced decision-making and 
      the personalized service that growing businesses need on a daily basis. 
      Bank clients have direct access to executive management and professional 
      staff members to address their SBA and other credit requirements, and 
      also technology-based services that include online bill-paying, remote 
      capture depositing, check imaging and initiating online wire transfers, 
      among other cash management facilities, which services enable its 
      clients to effectively and efficiently manage their cash and credit 
      needs.
    &lt;/p&gt;
    &lt;table cellspacing=&quot;0&quot; class=&quot;bwtablemarginb&quot;&gt;
      &lt;tr&gt;
        &lt;td&gt;
           
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        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Bank of Santa Clarita, Corporate Headquarters
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
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        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          23780 Magic Mountain Parkway
        &lt;/td&gt;
      &lt;/tr&gt;
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        &lt;td&gt;
        &lt;/td&gt;
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        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Santa Clarita, California 91355
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
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        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignl&quot;&gt;
          &lt;p class=&quot;bwcellpmargin&quot;&gt;
            (661) 362-6004
          &lt;/p&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
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        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          &lt;p class=&quot;bwcellpmargin&quot;&gt;
            &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.bankofsantaclarita.com&amp;amp;esheet=50157615&amp;amp;lan=en-US&amp;amp;anchor=www.bankofsantaclarita.com&amp;amp;index=1&amp;amp;md5=91ac017d3ac8de363b7d4a112c43fe8f&quot;&gt;www.bankofsantaclarita.com&lt;/a&gt;
          &lt;/p&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
    &lt;/table&gt;
    &lt;p&gt;
      &lt;b&gt;FORWARD LOOKING STATEMENTS&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      Certain matters discussed in this release constitute forward-looking 
      statements within the meaning of the Private Securities Litigation 
      Reform Act of 1995. These forward-looking statements relate to the 
      Bank’s current expectations regarding deposit and loan growth, operating 
      results and the strength of the local economy. These forward-looking 
      statements are subject to certain risks and uncertainties that could 
      cause the actual results, performance or achievements to differ 
      materially from those expressed, suggested or implied by the 
      forward-looking statements. These risks and uncertainties include, but 
      are not limited to: the impact of changes in interest rates, a decline 
      in economic conditions and increased competition among financial service 
      providers as these factors may impact the Bank’s operating results, its 
      ability to attract deposit and loan customers, the quality of the Bank’s 
      earning assets and government regulation. The Bank does not undertake, 
      and specifically disclaims, any obligation to update any forward-looking 
      statements to reflect occurrences or unanticipated events or 
      circumstances after the date of such statements.
    &lt;/p&gt;
    &lt;p&gt;
    &lt;/p&gt;
    &lt;table cellspacing=&quot;0&quot; class=&quot;bwtablemarginb&quot;&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot; colspan=&quot;10&quot;&gt;
          &lt;b&gt;BANK OF SANTA CLARITA&lt;/b&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
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        &lt;/td&gt;
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        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
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        &lt;/td&gt;
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        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot; colspan=&quot;10&quot;&gt;
          &lt;b&gt;BALANCE SHEETS&lt;/b&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot; colspan=&quot;10&quot;&gt;
          &lt;i&gt;&lt;b&gt;Unaudited&lt;/b&gt;&lt;/i&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
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        &lt;/td&gt;
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        &lt;/td&gt;
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        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignr&quot;&gt;
          &lt;b&gt;December 31,&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignr&quot;&gt;
          &lt;b&gt;December 31,&lt;/b&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          &lt;b&gt;2011&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          &lt;b&gt;2010&lt;/b&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignc&quot; colspan=&quot;7&quot;&gt;
          &lt;i&gt;(In thousands)&lt;/i&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;ASSETS&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Cash and Due From Banks
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          4,033
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          1,692
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Interest Bearing Deposits with Other Financial Institutions
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          22,928
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          22,199
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Federal Funds Sold
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          1,855
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          2,237
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Investment Securities
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          32,757
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          43,288
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Loans (Net)
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          135,480
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          128,312
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0 bwpadb1  bwvertalignt bwalignl&quot;&gt;
          Other Assets
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          11,433
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          11,245
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl6 bwpadb3  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;Total Assets&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;208,486&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;208,973&lt;/b&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;LIABILITIES AND STOCKHOLDERS' EQUITY&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Noninterest Bearing Demand Deposits
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          43,308
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          40,346
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Interest Bearing Demand Deposits
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          7,493
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          6,998
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Money Market and Savings Deposits
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          34,087
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          30,722
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0 bwpadb1  bwvertalignt bwalignl&quot;&gt;
          Time Deposits
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          65,643
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          74,128
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl3  bwvertalignt bwalignl&quot;&gt;
          Total Deposits
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          150,531
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          152,194
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Borrowings
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          36,500
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          35,750
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0 bwpadb1  bwvertalignt bwalignl&quot;&gt;
          Other Liabilities
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          698
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          828
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl6  bwvertalignt bwalignl&quot;&gt;
          Total Liabilities
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          187,729
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          188,772
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0 bwpadb1  bwvertalignt bwalignl&quot;&gt;
          Stockholders' Equity
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          20,757
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          20,201
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl6 bwpadb3  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;Total Liabilities &amp;amp; Stockholders' Equity&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;208,486&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;208,973&lt;/b&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
    &lt;/table&gt;
    &lt;p&gt;
    &lt;/p&gt;
    &lt;table cellspacing=&quot;0&quot; class=&quot;bwtablemarginb&quot;&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot; colspan=&quot;22&quot;&gt;
          &lt;b&gt;STATEMENTS OF EARNINGS&lt;/b&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot; colspan=&quot;22&quot;&gt;
          &lt;i&gt;&lt;b&gt;Unaudited&lt;/b&gt;&lt;/i&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignt bwalignc bwsinglebottom&quot; colspan=&quot;9&quot;&gt;
          &lt;p class=&quot;bwcellpmargin&quot;&gt;
            &lt;b&gt;For the Three Months Ended December 31,&lt;/b&gt;
          &lt;/p&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignt bwalignc bwsinglebottom&quot; colspan=&quot;7&quot;&gt;
          &lt;p class=&quot;bwcellpmargin&quot;&gt;
            &lt;b&gt;For the Twelve Months Ended December 31,&lt;/b&gt;
          &lt;/p&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot; colspan=&quot;4&quot;&gt;
          &lt;b&gt;2011&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot; colspan=&quot;4&quot;&gt;
          &lt;b&gt;2010&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot; colspan=&quot;2&quot;&gt;
          &lt;b&gt;2011&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot; colspan=&quot;3&quot;&gt;
          &lt;b&gt;2010&lt;/b&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignc&quot; colspan=&quot;19&quot;&gt;
          &lt;i&gt;(In thousands except per share amounts)&lt;/i&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;Interest Income&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Loans
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          1,943
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          1,804
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          7,664
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          7,323
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Interest Bearing Deposits with Other Financial Institutions
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          20
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          19
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          73
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          98
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Investment Securities
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          252
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          306
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          1,086
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          1,114
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0 bwpadb1  bwvertalignt bwalignl&quot;&gt;
          Federal Funds Sold
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          -
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          1
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          2
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          4
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl3  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;Total Interest Income&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;2,215&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;2,130&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;8,825&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;8,539&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;Interest Expense&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Interest Bearing Demand Deposits
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          7
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          8
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          27
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          33
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Money Market and Savings Accounts
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          46
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          58
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          206
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          223
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Time Deposits
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          284
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          410
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          1,305
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          1,634
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0 bwpadb1  bwvertalignt bwalignl&quot;&gt;
          Borrowings
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          160
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          169
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          652
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          672
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl3  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;Total Interest Expense&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;497&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;645&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;2,190&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;2,562&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl6  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;Net Interest Income&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;1,718&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;1,485&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;6,635&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;5,977&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0 bwpadb1  bwvertalignt bwalignl&quot;&gt;
          Provision for Loan Losses
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          (66
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignl bwsinglebottom&quot;&gt;
          )
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          89
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          50
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          125
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl6  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;Net Interest Income after&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl9  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;Provision for Loan Losses&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          1,784
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          1,396
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          6,585
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          5,852
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0  bwvertalignt bwalignl&quot;&gt;
          Noninterest Income
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          136
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          125
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          659
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          630
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0 bwpadb1  bwvertalignt bwalignl&quot;&gt;
          Noninterest Expense
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          1,540
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          1,559
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          6,631
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          6,215
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl9  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;Net Earnings (Loss) Before Income Taxes&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;380&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;(38&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignl&quot;&gt;
          &lt;b&gt;)&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;613&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr&quot;&gt;
          &lt;b&gt;267&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0 bwpadb1  bwvertalignt bwalignl&quot;&gt;
          Income Tax Expense (Benefit)
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          157
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          (142
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignl bwsinglebottom&quot;&gt;
          )
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          232
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          (302
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignl bwsinglebottom&quot;&gt;
          )
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl12 bwpadb3  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;Net Earnings&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;223&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwdoublebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;104&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwdoublebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;381&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwdoublebottom&quot;&gt;
          &lt;b&gt;569&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwdoublebottom&quot;&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td colspan=&quot;2&quot;&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
      &lt;tr&gt;
        &lt;td class=&quot;bwpadl0 bwpadb1  bwvertalignt bwalignl&quot;&gt;
          &lt;b&gt;Basic and Diluted Earnings Per Share&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          &lt;b&gt;0.10&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          &lt;b&gt;0.05&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          &lt;b&gt;0.17&lt;/b&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          &lt;b&gt;$&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwpadl0 bwnowrap bwpadr0 bwvertalignb bwalignr bwsinglebottom&quot;&gt;
          &lt;b&gt;0.26&lt;/b&gt;
        &lt;/td&gt;
        &lt;td class=&quot;bwsinglebottom&quot;&gt;
           
        &lt;/td&gt;
      &lt;/tr&gt;
    &lt;/table&gt;
    &lt;p&gt;
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 20:45:02 -0500</pubDate>
			
			<guid>http://pymnts.com/bank-of-santa-clarita-reports-record-pre-tax-earnings-20120203005963/</guid>
		</item>
		
		<item>
			<title>Northern Star Financial, Inc. Announces Agreement with Corporate Merchant Services, Inc.</title>
			<link>http://pymnts.com/northern-star-financial-inc-announces-agreement-with-corporate-merchant-services-inc-20120203005915/</link>
			<description>
    &lt;p&gt;
      Northern Star Financial, Inc. (OTCBB: NSBK) Northern Star Financial, 
      Inc., the parent company of Northern Star Bank, the Company announced 
      today that it has entered into a agreement with Corporate Merchant 
      Services Inc. who has tendered an offer to acquire fifty-one percent of 
      Northern Star Financial, Inc. (the “Company”). Terms of the deal were 
      not disclosed. The offer is subject to regulatory approval.
    &lt;/p&gt;
    &lt;p&gt;
      Northern Star’s President and Chief Executive Officer, Thomas Stienessen 
      said the proceeds from the offering will be used to fund internal growth 
      at the Company's banking subsidiary, Northern Star Bank. &quot;We are very 
      pleased to have reached this agreement&quot;, Stienessen said. “We believe 
      the organization will benefit from expanded services and a more 
      diversified stream of revenue as well as from the managerial resources, 
      clients, products, services and capital the CMS investment brings.”
    &lt;/p&gt;
    &lt;p&gt;
      &quot;We are very excited about the opportunity with Northern Star,&quot; said 
      John Gerena, the founder and Chief Executive Officer of Corporate 
      Merchant Services. &quot;We look forward to becoming part of Northern Star 
      Financial, Inc. We believe the investment provides us to the opportunity 
      to grow together while benefiting our clients, and shareholders. This is 
      a natural fit for both companies and will help us contribute to the 
      bank's capital, growth and earnings and raise the bank’s and CMS’ 
      visibility in the marketplace with an expanded menu of products and 
      services.”
    &lt;/p&gt;
    &lt;p&gt;
      Corporate Merchant Services, Inc. is engaged in the business of 
      electronic payment processing which includes: processing and settlement 
      of credit cards, debit cards, gift cards &amp;amp; check transactions. This is 
      also known as “Merchant Services”, which includes the deployment of 
      equipment and technology software for processing of cards and check 
      transactions. The Company’s focus is on low risk, high growth markets 
      such as: Supermarkets, Restaurants, Medical Offices, Internet, Gas 
      Stations, Convenience Stores, Hotels, Motels, Resorts, Franchises and 
      Small to Medium Size Business.
    &lt;/p&gt;
    &lt;p&gt;
      Northern Star Financial, Inc. operates as a bank holding company whose 
      subsidiary provides financial services. Northern Star Bank’s business is 
      that of a financial intermediary and consists primarily of attracting 
      deposits from the general public and using such deposits, together with 
      borrowings and other funds, to make secured and unsecured loans to 
      business and professional concerns and mortgage loans secured by 
      residential real estate and other consumer loans. The Bank operates two 
      full-service offices that are located in Mankato and St. Cloud, 
      Minnesota.
    &lt;/p&gt;
    &lt;p&gt;
      THIS PRESS RELEASE CONTAINS FORWARD-LOOKING INFORMATION AND ACTUAL 
      RESULTS MAY DIFFER.
    &lt;/p&gt;
    &lt;p&gt;
      Statements that Northern Star Financial may publish, including those in 
      this announcement that are not strictly historical, are 
      “forward-looking” statements made under the safe harbor provisions of 
      the Private Securities Litigation Reform Act of 1995. Forward-looking 
      statements are inherently unreliable and actual results may vary. 
      Factors which could cause actual results to differ from these 
      forward-looking statements include changes in the competitive 
      marketplace, changes in the interest rate environment, economic 
      conditions, outcome of pending litigation, risks associated with credit 
      quality and other factors including without limitation statements 
      relating to our businesses and our prospects, new products, sales, 
      expenses, tax rates, cash flows, prepublication investments and 
      operating and capital requirements that are made pursuant to the safe 
      harbor provisions of the Private Securities Litigation Reform Act of 
      1995. These forward-looking statements are intended to provide 
      management’s current expectations or plans for our future operating and 
      financial performance and are based on assumptions management believes 
      are reasonable at the time they are made. Forward-looking statements can 
      be identified by the use of words such as “believe,” “expect,” “plan,” 
      “estimate,” “project,” “target,” “anticipate,” “intend,” “may,” “will,” 
      “continue” and other words of similar meaning in connection with a 
      discussion of future operating or financial performance. These 
      statements are not guarantees of future performance and involve certain 
      risks, uncertainties and assumptions that are difficult to predict; 
      therefore, actual outcomes and results could differ materially from what 
      is expected or forecasted. The Company undertakes no obligation to 
      publicly update or revise any forward-looking statements, whether as a 
      result of new information, future events or otherwise.
    &lt;/p&gt;
    &lt;p&gt;
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 17:15:03 -0500</pubDate>
			
			<guid>http://pymnts.com/northern-star-financial-inc-announces-agreement-with-corporate-merchant-services-inc-20120203005915/</guid>
		</item>
		
		<item>
			<title>Global High Income Fund Inc. – Fund Commentary</title>
			<link>http://pymnts.com/global-high-income-fund-inc--fund-commentary-20120203005641/</link>
			<description>
    &lt;p&gt;
      Global High Income Fund Inc. (the &quot;Fund&quot;) (NYSE: GHI) is a 
      non-diversified, closed-end management investment company seeking high 
      current income and, secondarily, capital appreciation through 
      investments primarily in securities of emerging markets debt issuers.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Fund Commentary for the fourth quarter 2011 from UBS Global Asset 
      Management (Americas) Inc. (“UBS Global AM”), the Fund’s investment 
      advisor&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Market Review&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      During the fourth quarter, US dollar-denominated emerging markets debt, 
      as measured by the JP Morgan Emerging Markets Bond Index Global (EMBI 
      Global), posted a return of 5.12%. Local market investments (in other 
      words, emerging markets debt denominated in the currency of the issuer) 
      posted weaker results, finishing the quarter with a return of 
      approximately 0.48%, as measured by the JP Morgan Government Bond 
      Index-Emerging Markets Global Diversified (GBI-EM Global Diversified).
    &lt;/p&gt;
    &lt;p&gt;
      After a negative third quarter, October saw a rally in higher risk 
      assets as somewhat less risk-averse investors began searching for yield. 
      US dollar-denominated emerging markets debt spreads tightened 
      significantly in October.&lt;sup&gt;1&lt;/sup&gt; However, with growing concerns 
      about the ability of European institutions to solve the sovereign debt 
      crisis, investor confidence weakened in November. In addition, an 
      increase in new issuance volume toward the end of the month weighed on 
      the markets. The markets closed out the year with less liquidity, as 
      December brought renewed concerns for the global economy, the banking 
      sector and the situation in Europe.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Performance review&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      For the fourth quarter of 2011, the Fund posted a net asset value total 
      return of 3.42%, and a market price total return of 4.72%. On a net 
      asset value basis, the Fund outperformed its benchmark, the Global High 
      Income Fund Index (the “Index”),&lt;sup&gt;2 &lt;/sup&gt;which returned 2.79% for 
      the quarter.
    &lt;/p&gt;
    &lt;p&gt;
      During the quarter, the Fund's overweight exposures to high beta (high 
      risk) countries such as Venezuela and Argentina were a positive for 
      performance, as their US dollar-denominated bond spreads narrowed during 
      the period. The Fund's allocation to quasi-sovereign bonds&lt;sup&gt;3 &lt;/sup&gt;also 
      benefited results. Elsewhere, long duration in local 
      currency-denominated bonds in Brazil and South Africa, as well as a 
      short duration exposure in Hungary, were rewarded.
    &lt;/p&gt;
    &lt;p&gt;
      Currency exposures, overall, detracted from results. In particular, the 
      Fund's exposures to the Brazilian real, Serbian dinar and Indian rupee 
      were negative for performance. This more than offset the positive 
      contributions from the Fund's underweight allocation to the Hungarian 
      forint. Underweights to high quality US dollar-denominated bonds in 
      Mexico, Panama and Uruguay were also not rewarded.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Outlook&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      Many emerging market countries are experiencing growth well above that 
      of major developed markets. It is highly likely that the growth gap will 
      at least continue, if not widen, in the coming year. This, and 
      relatively low fiscal deficits, are favorable for debt dynamics in 
      emerging markets relative to those in many developed markets. Volatility 
      is likely to remain elevated in the near-term as a result of several 
      macro issues and investor risk aversion. However, we continue to have a 
      positive long-term outlook for emerging markets investments. In our 
      view, demand for emerging markets bonds will be supported by investors’ 
      search for higher-yielding securities, and strong sovereign and 
      corporate balance sheets in emerging markets. Solid fundamental 
      data—stable reserves, a more solid fiscal situation and lower 
      indebtedness—are signs of such strengths, especially for sovereigns, 
      quasi-sovereigns and currencies. Additionally, with global growth 
      moderating, it is likely that developing country central banks will 
      shift their focus from raising interest rates to lowering interest rates 
      or keeping them at already low rates. This could also support the 
      emerging markets debt asset class.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Disclaimers Regarding Fund Commentary -&lt;/b&gt; &lt;i&gt;The Fund Commentary is 
      intended to assist shareholders in understanding how the Fund performed 
      during the period noted. Views and opinions were current as of the date 
      of this press release. They are not guarantees of performance or 
      investment results and should not be taken as investment advice. 
      Investment decisions reflect a variety of factors, and the Fund and UBS 
      Global AM reserve the right to change views about individual securities, 
      sectors and markets at any time. As a result, the views expressed should 
      not be relied upon as a forecast of the Fund’s future investment intent.&lt;/i&gt;
    &lt;/p&gt;
    &lt;p&gt;
      Past performance does not predict future performance. The return and 
      value of an investment will fluctuate so that an investor's shares, when 
      sold, may be worth more or less than their original cost. Any Fund net 
      asset value (&quot;NAV&quot;) returns cited in a Fund Commentary assume, for 
      illustration only, that dividends and other distributions, if any, were 
      reinvested at the NAV on the payable dates. Any Fund market price 
      returns cited in a Fund Commentary assume that all dividends and other 
      distributions, if any, were reinvested at prices obtained under the 
      Fund's Dividend Reinvestment Plan. Returns for periods of less than one 
      year have not been annualized. Returns do not reflect the deduction of 
      taxes that a shareholder would pay on Fund dividends and other 
      distributions, if any, or on the sale of Fund shares.
    &lt;/p&gt;
    &lt;p&gt;
    &lt;/p&gt;
    &lt;p&gt;
      &lt;sup&gt;1&lt;/sup&gt; Spreads” refers to differences between the yields paid on 
      US Treasury bonds and other types of debt, such as emerging market bonds.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;sup&gt;2&lt;/sup&gt; Global High Income Fund Index is an unmanaged index 
      compiled by the advisor, currently constructed as follows: 50% J.P. 
      Morgan Emerging Markets Bond Index Global (EMBI Global) and 50% J.P. 
      Morgan Government Bond Index-Emerging Markets Global Diversified (GBI-EM 
      Global Diversified). Investors should note that indices do not reflect 
      the deduction of fees and expenses.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;sup&gt;3&lt;/sup&gt; Quasi-sovereign bonds are securities issued by entities 
      supported by the local government.
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 17:15:02 -0500</pubDate>
			
			<guid>http://pymnts.com/global-high-income-fund-inc--fund-commentary-20120203005641/</guid>
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		<item>
			<title>Washington Trust Announces “I Luv RI” Photo Contest Winner</title>
			<link>http://pymnts.com/washington-trust-announces-i-luv-ri-photo-contest-winner-20120203005904/</link>
			<description>
    &lt;p&gt;
      The Washington Trust Company and RI Monthly today announced that Timothy 
      Hiebert, of Providence, R.I., has been selected as the second winner of 
      the &lt;a href=&quot;http://rhodeislandmonthly.upickem.net/engine/Welcome.aspx?contestid=36512&quot;&gt;I 
      Luv RI’s&lt;/a&gt; 2012 photo contest. Hiebert’s stunning shot of the 
      Providence River “I-Way” Bridge entitled, &lt;i&gt;“Nocturne”,&lt;/i&gt; has been 
      published in the February 2012 issue of Rhode Island Monthly Magazine.
    &lt;/p&gt;
&lt;div id=&quot;bwbodyimg&quot; style=&quot;width:480px; float:left; padding-left:0px; padding-right:20px;  padding-top:0px; padding-bottom:0px;&quot;&gt; 
  &lt;img alt=&quot;Washington Trust's Jayne Poland, left, and Elizabeth B. Eckel, right, with I Luv RI photo contest wi ... &quot; src=&quot;http://mms.businesswire.com/bwapps/mediaserver/ViewMedia?mgid=310239&amp;amp;vid=4&quot;/&gt;
  &lt;p style=&quot;font-size:85%; &quot;&gt;Washington Trust's Jayne Poland, left, and Elizabeth B. Eckel, right, with I Luv RI photo contest winner Timothy Hiebert, center. (Photo: Business Wire)  &lt;/p&gt;
&lt;/div&gt;

    &lt;p&gt;
      “This month’s photo depicts the balance of the old and new Providence, 
      showing the bright new Providence River Bridge contrasted against the 
      silhouettes of the city’s historic industrial buildings. It truly 
      represents our State’s rich history and the revitalization of our 
      capital city,” said Elizabeth B. Eckel, Washington Trust Senior Vice 
      President of Marketing.
    &lt;/p&gt;
    &lt;p&gt;
      &quot;I shot 'Nocturne' during a winter walk from my Fox Point neighborhood 
      across the old I-195 bridge in Providence, at a time when intrepid 
      pedestrians could still roam on it at will and discover some of the best 
      views in the city. The scene attracted me because it reflected at once 
      the staid historic legacy and the pulsing youthful energy of 
      Providence,&quot; said Hiebert.
    &lt;/p&gt;
    &lt;p&gt;
      Hiebert’s photograph was selected as the February winner from more than 
      600 contest entries. Submissions ranged from photos of Rhode Island’s 
      beautiful coastline and the State’s historic landmarks, as well as Rhode 
      Island people enjoying life in the Ocean State.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;span&gt;The “I Luv RI” photo contest is sponsored by Washington Trust in 
      conjunction with Rhode Island Monthly. Photographers may enter by 
      sending their favorite Rhode Island photo to:&lt;/span&gt; &lt;a href=&quot;http://www.rimonthly.com/ILUVRI&quot;&gt;&lt;span&gt;www.rimonthly.com/ILUVRI&lt;/span&gt;&lt;/a&gt;&lt;span&gt;, 
      or by visiting &lt;/span&gt;&lt;a href=&quot;http://www.iluvri.com/&quot;&gt;&lt;span&gt;www.iluvri.com&lt;/span&gt;&lt;/a&gt;&lt;span&gt;. 
      Each month in 2012, a winning photo will be selected and published in 
      Rhode Island Monthly magazine.&lt;/span&gt; &lt;span&gt;Monthly photo winners also 
      receive an “I Luv RI” gift basket full of Rhode Island items, and one of 
      twelve special Rhode Island experiences, including stays at Rhode 
      Island’s best resorts, such as Watch Hill’s Ocean House; The Chanler at 
      Cliffwalk in Newport; the&lt;i&gt; &lt;/i&gt;Harborside Inn or RI Hotel Manisses, on 
      Block Island; or receive special VIP experiences at the Pawtucket Red 
      Sox, the Providence Bruins, Trinity Repertory Company, Rhode Island 
      Philharmonic, Roger Williams Park Zoo, Warwick Mall and Yawgoo Valley 
      Ski Resort; or a&lt;/span&gt; &lt;span&gt;‘Cake A Month’ from Rhode Island’s own 
      Gregg’s Restaurants.&lt;/span&gt;
    &lt;/p&gt;
    &lt;p&gt;
      &lt;span&gt;To enter a photo in the contest, visit &lt;/span&gt;&lt;a href=&quot;http://www.rimonthly.com/ILUVRI&quot;&gt;&lt;span&gt;www.rimonthly.com/ILUVRI&lt;/span&gt;&lt;/a&gt;&lt;span&gt;. 
      For more information about I Luv RI, visit &lt;/span&gt;&lt;a href=&quot;http://www.iluvri.com/&quot;&gt;&lt;span&gt;www.iluvri.com&lt;/span&gt;&lt;/a&gt;&lt;span&gt;.&lt;/span&gt;
    &lt;/p&gt;
    &lt;p&gt;
      &lt;span&gt;&lt;b&gt;The Washington Trust Company&lt;/b&gt; is a subsidiary of Washington 
      Trust Bancorp, Inc., a $3 billion corporation headquartered in Westerly, 
      Rhode Island. Founded in 1800, Washington Trust is the oldest community 
      bank in the nation and is the largest independent bank headquartered in 
      Rhode Island. A state-chartered bank, Washington Trust offers a full 
      range of financial services, including personal banking, commercial and 
      small business banking, as well as wealth management and trust services 
      through its offices located in Rhode Island, Massachusetts and 
      Connecticut. Washington Trust has 18 branches throughout Rhode Island 
      and Connecticut. The Corporation’s common stock trades on The NASDAQ 
      Global Select® Stock Market under the symbol WASH.&lt;/span&gt; &lt;span&gt;Web site 
      address: &lt;/span&gt;&lt;a href=&quot;http://www.washtrust.com/&quot;&gt;&lt;span&gt;www.washtrust.com&lt;/span&gt;&lt;/a&gt;&lt;span&gt;.&lt;/span&gt;
    &lt;/p&gt;
    &lt;p&gt;
      Photos/Multimedia Gallery Available: &lt;a href=&quot;http://www.businesswire.com/cgi-bin/mmg.cgi?eid=50157060&amp;amp;lang=en&quot;&gt;http://www.businesswire.com/cgi-bin/mmg.cgi?eid=50157060&amp;amp;lang=en&lt;/a&gt;
    &lt;/p&gt;
    &lt;p&gt;
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 17:00:03 -0500</pubDate>
			
			<guid>http://pymnts.com/washington-trust-announces-i-luv-ri-photo-contest-winner-20120203005904/</guid>
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		<item>
			<title>Health Providers Across 40 Hospitals and 3,000 Physicians Join doxo</title>
			<link>http://pymnts.com/health-providers-across-40-hospitals-and-3000-physicians-join-doxo-20120203005878/</link>
			<description>
    &lt;p&gt;
      doxo, the all-in-one digital file cabinet and e-payment solution, today 
      announced major healthcare provider systems (including hospitals, 
      doctors, and outpatient centers) joined doxo to connect with their 
      patients online and reduce the complexity associated with medical bills, 
      payments, and paperwork. These healthcare providers together represent 
      more than 40 hospitals and 3,000 physicians and include Saint Luke's 
      Health System, Advocate Health Care and Advocate Medical Group, Novant 
      Health, Northwestern Memorial Hospital, University of Illinois Medical 
      Center, Rockford Health System, and Rush-Copley Medical Center.
    &lt;/p&gt;
    &lt;p&gt;
      Patients connect with their healthcare providers on doxo to securely 
      receive, review, and manage their medical and insurance documents, and 
      pay their medical bills, from their doxo digital file cabinet. In turn, 
      hospitals, doctors, and insurance companies eliminate paper mail, speed 
      payment for medical services, and simplify the overall experience for 
      their patients and members.
    &lt;/p&gt;
    &lt;p&gt;
      &quot;doxo brings unique benefits for healthcare, because its secure, private 
      model is built for both small and large providers that send bills and 
      other critical documents to its customers,” said Danielle Weber, SVP of 
      Revenue Cycle at Novant Health in North Carolina. “This is especially 
      crucial for healthcare, because hospital statements and insurance 
      Explanation of Benefits (EOB) need to come together in order for the 
      patient to understand their payment responsibility – doxo helps make 
      this process easier.&quot;
    &lt;/p&gt;
    &lt;p&gt;
      &quot;Our patients have to manage bills and documents not just from our 
      hospitals and physicians, but also from their health insurance, and of 
      course all the other providers in their lives. doxo complements our 
      existing online payment process and makes it easier for our patients to 
      manage their medical bills,” said Terry McCarthy, director, patient 
      accounts for Advocate Health Care. “It's all about providing the most 
      convenient way for our patients to receive documents and pay bills 
      online.&quot;
    &lt;/p&gt;
    &lt;p&gt;
      Each time a patient connects, paper mail is turned off, and documents 
      are thereafter delivered directly to the patient’s digital file cabinet. 
      While every patient may have a different set of healthcare providers and 
      insurance plans, doxo makes it possible to manage all the documents, 
      bills, and payments in one place. doxo enables users to manage more than 
      just bills – it's a place they can also keep notes on their treatment 
      and import and organize other medical records. In addition, doxo users 
      receive bills and important documents for all their other household 
      accounts in the same place they manage their healthcare paperwork.
    &lt;/p&gt;
    &lt;p&gt;
      “Healthcare is one of the fastest growing areas of doxo’s business,” 
      said John Talaga, VP at doxo. “The complexity of multiple provider 
      bills, coupled with the associated health insurance EOB’s, is often 
      difficult and confusing for the patient to manage and often results in 
      increased inquiries, delayed payments, and added patient stress. doxo is 
      designed to address these problems head on to reduce hassle and stress 
      for patients and deliver strong savings to providers and payers.”
    &lt;/p&gt;
    &lt;p&gt;
      “The growing responsibility of the consumer portion of payments has 
      placed an additional burden on providers’ offices to track collections 
      and maintain their profitability. As the market moves forward, providers 
      are getting savvier in adopting automated solutions that can help ease 
      the burden of receiving post-adjudication payments from the consumers,” 
      said Kunal Pandya, Senior Analyst, Health Insurance and Payments, Aite 
      Group. “Additionally, it is increasingly important for consumers to 
      manage their healthcare bills and move from a paper-based statement to 
      an automated tool that would help to better manage and understand their 
      expenses. In the next 24 months, we believe that solutions that cater to 
      consumers, providers, and health plans alike will tend to prove to be 
      valuable for all stakeholders involved.”
    &lt;/p&gt;
    &lt;p&gt;
      With doxo Connect, any healthcare provider can directly connect with 
      patients in a matter of minutes, with no software or professional 
      services required. doxo works for healthcare and health plan providers 
      of all sizes, from the nation’s largest healthcare institutions to a 
      local physician or dentist seeking to alleviate the hassle of paper 
      bills for patients and get paid faster.
    &lt;/p&gt;
    &lt;p&gt;
      To learn more about delivering documents through the doxo network, visit &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.doxo.com%2Ffor-providers%2F&amp;amp;esheet=50157356&amp;amp;lan=en-US&amp;amp;anchor=www.doxo.com%2Ffor-providers%2F&amp;amp;index=1&amp;amp;md5=7dac0fad8472671a6e21d5f8ba713a5e&quot;&gt;www.doxo.com/for-providers/&lt;/a&gt;. 
      To sign up for your own personal doxo account, visit &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.doxo.com&amp;amp;esheet=50157356&amp;amp;lan=en-US&amp;amp;anchor=www.doxo.com&amp;amp;index=2&amp;amp;md5=1a21e20e72f20236c1ae372bc01f214f&quot;&gt;www.doxo.com&lt;/a&gt;, 
      or download the doxo mobile app &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.doxo.com%2Fiphone%2F&amp;amp;esheet=50157356&amp;amp;lan=en-US&amp;amp;anchor=doxo.com%2Fiphone&amp;amp;index=3&amp;amp;md5=13d0ca614a27e03a0d34a575dc11c100&quot;&gt;doxo.com/iphone&lt;/a&gt;.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;span class=&quot;bwuline&quot;&gt;&lt;b&gt;About doxo&lt;/b&gt;&lt;/span&gt;
    &lt;/p&gt;
    &lt;p&gt;
      doxo is the easiest way for businesses and customers to Connect and 
      interact. &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.doxo.com&amp;amp;esheet=50157356&amp;amp;lan=en-US&amp;amp;anchor=doxo&amp;amp;index=4&amp;amp;md5=ed7e621e5509ae27c9fa94149d1384be&quot;&gt;doxo&lt;/a&gt; 
      provides consumers a digital file cabinet that makes it simple to 
      organize household accounts and store important documents from multiple 
      providers all in one place. For businesses, joining &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.doxo.com%2Ffor-providers&amp;amp;esheet=50157356&amp;amp;lan=en-US&amp;amp;anchor=doxo&amp;amp;index=5&amp;amp;md5=a1c27e649199f43b190f1f6fe5e0a398&quot;&gt;doxo&lt;/a&gt; 
      makes it easy to connect and interact with customers, deliver documents 
      paperlessly, and get paid with doxoPAY. Every month thousands of 
      customers and businesses are connecting and going paper-free on doxo, 
      dramatically reducing payment, paper, and postage costs and eliminating 
      environmental waste. doxo investors include top-tier venture firms Mohr 
      Davidow Ventures, Sigma Partners, and Bezos Expeditions, the venture 
      investment fund of Jeff Bezos. The company is led by executives from 
      Qpass, Amazon and Microsoft, who have driven broad consumer adoption of 
      new online services and processed billions of dollars in e-payment 
      transactions. doxo has been recognized as a &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.herring100.com%2FRHNA%2F2011%2Ftop100.html&amp;amp;esheet=50157356&amp;amp;lan=en-US&amp;amp;anchor=Red+Herring+Global+Top+100&amp;amp;index=6&amp;amp;md5=8700e15acc37d02d4ecf53b03a78ff37&quot;&gt;Red 
      Herring Global Top 100&lt;/a&gt; for 2011, a &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.netbanker.com%2F2010%2F11%2Fnew_online_banking_report_published_paperless_finance_banking_billing.html&amp;amp;esheet=50157356&amp;amp;lan=en-US&amp;amp;anchor=Best+of+the+Web&amp;amp;index=7&amp;amp;md5=2b7833be92815ffcf01ef48737d0c739&quot;&gt;Best 
      of the Web&lt;/a&gt; by &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.netbanker.com%2F2010%2F10%2Flaunching_will_ebilling_startup_doxo_become_a_household_word.html&amp;amp;esheet=50157356&amp;amp;lan=en-US&amp;amp;anchor=NetBanker&amp;amp;index=8&amp;amp;md5=5c8bf0460d22fdc81db50cf5c23f877d&quot;&gt;NetBanker&lt;/a&gt;, 
      American Business Awards &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.stevieawards.com%2Fpubs%2Fawards%2F403_2646_21015.cfm&amp;amp;esheet=50157356&amp;amp;lan=en-US&amp;amp;anchor=New+Product+of+the+Year&amp;amp;index=9&amp;amp;md5=9526a0a8a27ac107d5093aea5d4eb24a&quot;&gt;New 
      Product of the Year&lt;/a&gt;, and the 2011 AlwaysOn &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.aonetwork.com%2FAOStory%2FAnnouncing-2011-OnDemand-100-Top-Private-Companies&amp;amp;esheet=50157356&amp;amp;lan=en-US&amp;amp;anchor=OnDemand+Top+100+Private+Companies&amp;amp;index=10&amp;amp;md5=28441e39cd5f041f205aee10d117cdda&quot;&gt;OnDemand 
      Top 100 Private Companies&lt;/a&gt;. doxo is headquartered in Seattle, 
      Washington. More information can be found at &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.doxo.com%2F&amp;amp;esheet=50157356&amp;amp;lan=en-US&amp;amp;anchor=www.doxo.com&amp;amp;index=11&amp;amp;md5=223906f3da628d56b64ca6b116ccdad5&quot;&gt;www.doxo.com&lt;/a&gt;. 
      The doxo iPhone app is available at &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.doxo.com%2Fiphone%2F&amp;amp;esheet=50157356&amp;amp;lan=en-US&amp;amp;anchor=doxo.com%2Fiphone&amp;amp;index=12&amp;amp;md5=770caceeefdf1ef773e5fe4c30767129&quot;&gt;doxo.com/iphone&lt;/a&gt;.
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 16:00:02 -0500</pubDate>
			
			<guid>http://pymnts.com/health-providers-across-40-hospitals-and-3000-physicians-join-doxo-20120203005878/</guid>
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		<item>
			<title>A.M. Best Assigns Ratings to Gateway Rivers Insurance Company</title>
			<link>http://pymnts.com/am-best-assigns-ratings-to-gateway-rivers-insurance-company-20120203005662/</link>
			<description>
    &lt;p&gt;
      &lt;b&gt;A.M. Best Co.&lt;/b&gt; has assigned a financial strength rating of 
      A-(Excellent) and an issuer credit rating of “a-” to &lt;b&gt;Gateway Rivers 
      Insurance Company &lt;/b&gt;(Gateway) (Burlington, VT). The outlook assigned 
      to both ratings is stable.
    &lt;/p&gt;
    &lt;p&gt;
      The ratings and outlook reflect Gateway’s strong capitalization and 
      conservative operating strategy. The ratings also consider the company’s 
      critical role and favorable profile as part of the AT&amp;amp;T Inc. [NYSE: T] 
      organization, as well as its excellent operating performance during the 
      past five years, providing insurance coverage to subsidiaries of AT&amp;amp;T 
      Inc. for certain property/casualty risks.
    &lt;/p&gt;
    &lt;p&gt;
      Partially offsetting these positive rating factors are Gateway’s 
      relatively large limits to general and products liability and property 
      lines of business. Nevertheless, A.M. Best recognizes the substantial 
      financial resources of the AT&amp;amp;T Inc. organization.
    &lt;/p&gt;
    &lt;p&gt;
      Positive ratings actions could occur if there is a sustainable and 
      long-term improvement in the operating performance and capital strength 
      of Gateway and AT&amp;amp;T Inc. Conversely, negative rating actions could occur 
      as a result of material operational and performance issues at both 
      Gateway and AT&amp;amp;T Inc. Additionally, rating pressure would be likely if 
      there were material adverse changes to the regulatory standards 
      applicable to AT&amp;amp;T Inc. The potential for future acquisitions and the 
      associated integration risks and company profile changes could lead to 
      both positive and negative pressures on the ratings, depending on the 
      acquisition details.
    &lt;/p&gt;
    &lt;p&gt;
      A.M. Best remains the leading rating agency of alternative risk transfer 
      entities, with more than 200 such vehicles rated in the United States 
      and throughout the world.
    &lt;/p&gt;
    &lt;p&gt;
      For current Best’s Credit Ratings and independent data on the captive 
      and alternative insurance market, please visit &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.ambest.com%2Fcaptive&amp;amp;esheet=50156885&amp;amp;lan=en-US&amp;amp;anchor=www.ambest.com%2Fcaptive&amp;amp;index=1&amp;amp;md5=dc83775f8dcddc54b0159b3b6f3ca514&quot;&gt;www.ambest.com/captive&lt;/a&gt;.
    &lt;/p&gt;
    &lt;p&gt;
      The methodology used in determining these ratings is Best’s Credit 
      Rating Methodology, which provides a comprehensive explanation of A.M. 
      Best’s rating process and contains the different rating criteria 
      employed in the rating process. Key criteria utilized include: “Risk 
      Management and the Rating Process for Insurance Companies”; 
      “Understanding BCAR for Property/Casualty Insurers”; “The Treatment of 
      Terrorism Risk in the Rating Evaluation”; and “Alternative Risk Transfer 
      (ART).” Best’s Credit Rating Methodology can be found at &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.ambest.com%2Fratings%2Fmethodology&amp;amp;esheet=50156885&amp;amp;lan=en-US&amp;amp;anchor=www.ambest.com%2Fratings%2Fmethodology&amp;amp;index=2&amp;amp;md5=945a54adfe668f68ac3ae59d695b42ac&quot;&gt;www.ambest.com/ratings/methodology&lt;/a&gt;.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Founded in 1899, A.M. Best Company is the world’s oldest and most 
      authoritative insurance rating and information source. For more 
      information, visit &lt;/b&gt;&lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.ambest.com%2F&amp;amp;esheet=50156885&amp;amp;lan=en-US&amp;amp;anchor=www.ambest.com&amp;amp;index=3&amp;amp;md5=77f507d27410071fcc50841ea734f427&quot;&gt;www.ambest.com&lt;/a&gt;.
    &lt;/p&gt;
    &lt;p class=&quot;bwalignc&quot;&gt;
      &lt;b&gt;Copyright © 2012 by A.M. Best Company, Inc.&lt;/b&gt; &lt;b&gt;ALL RIGHTS 
      RESERVED.&lt;/b&gt;
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 15:15:02 -0500</pubDate>
			
			<guid>http://pymnts.com/am-best-assigns-ratings-to-gateway-rivers-insurance-company-20120203005662/</guid>
		</item>
		
		<item>
			<title>Global Debt Acquisition Company, LLC (GDR) Expands Leadership Team and Announces Expanded Role as CEO for Executive Chairman Mark Parsells</title>
			<link>http://pymnts.com/global-debt-acquisition-company-llc-gdr-expands-leadership-team-and-announces-expanded-role-as-ceo-for-executive-chairman-mark-parsells-20120203005803/</link>
			<description>
    &lt;p&gt;
      &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.globaldebtregistry.com%2F&amp;amp;esheet=50157171&amp;amp;lan=en-US&amp;amp;anchor=Global+Debt+Registry&amp;amp;index=1&amp;amp;md5=018391f6ee70400014059bf6a5384b5e&quot;&gt;Global 
      Debt Registry&lt;/a&gt; (GDR) is pleased to announce Executive Chairman &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.globaldebtregistry.com%2Fabout-bios&amp;amp;esheet=50157171&amp;amp;lan=en-US&amp;amp;anchor=Mark+Parsells&amp;amp;index=2&amp;amp;md5=0af3e7bb2821f2ebcd25012c26095020&quot;&gt;Mark 
      Parsells&lt;/a&gt; will expand his role within the organization by assuming 
      dual responsibilities as Executive Chairman and Chief Executive Officer. 
      Mr. Parsells is a seasoned senior financial services executive having 
      run multi-billion dollar divisions for Citigroup, American Express, and 
      Bank One; a start-up for AIG, Prudential and Kemper; and an early-stage 
      company backed by private equity firms Bain Capital Ventures and Goldman 
      Sachs. Mr. Parsells said, “As we continue to broaden our focus in new 
      and existing markets it was critical for me to assume a more hands-on 
      role with the GDR senior leadership team. The CEO position establishes a 
      clearly defined point of decision-making that will enable GDR to 
      capitalize on existing opportunities and accelerate the development and 
      delivery of new products and services.”
    &lt;/p&gt;
    &lt;p&gt;
      GDR is also pleased to announce &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.globaldebtregistry.com%2Fabout-bios&amp;amp;esheet=50157171&amp;amp;lan=en-US&amp;amp;anchor=William+P.+Morrison%2C+Jr&amp;amp;index=3&amp;amp;md5=9b9afe6fb985582e11fa007823331e0c&quot;&gt;William 
      P. Morrison, Jr&lt;/a&gt;. will be joining the senior leadership team as 
      Managing Director of Marketing and Business Development reporting 
      directly to Mr. Parsells. Bill comes to GDR with more than 18 years of 
      financial services background in &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.globaldebtregistry.com%2Fmarkets-served&amp;amp;esheet=50157171&amp;amp;lan=en-US&amp;amp;anchor=credit+cards&amp;amp;index=4&amp;amp;md5=ac7b9ba633220a3832f2a1f26dd14493&quot;&gt;credit 
      cards&lt;/a&gt; and &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.globaldebtregistry.com%2Fmarkets-served&amp;amp;esheet=50157171&amp;amp;lan=en-US&amp;amp;anchor=retail+banking&amp;amp;index=5&amp;amp;md5=1561267edbbbde8d87e6b44e06438d2d&quot;&gt;retail 
      banking&lt;/a&gt;. He served in senior executive roles with MBNA across 
      numerous operational and business development areas both domestically 
      and internationally with his most recent role as Chief Executive Officer 
      of MBNA Spain. Following Bill’s time with MBNA, he joined Bank of 
      America where he was the National Sales Execution Executive for 6,100 
      retail branches. Bill recently worked with SallieMae responsible for 
      implementing and directing all new product development, direct marketing 
      and business development activities for a new credit card product.
    &lt;/p&gt;
    &lt;p&gt;
      Additionally, GDR is pleased to announce the addition of &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.globaldebtregistry.com%2F&amp;amp;esheet=50157171&amp;amp;lan=en-US&amp;amp;anchor=Nancy+Hirschbach&amp;amp;index=6&amp;amp;md5=e8e541cf039fb0e7c2f7d5e61d8f4cc6&quot;&gt;Nancy 
      Hirschbach&lt;/a&gt; as SVP of Sales and Business Development for Global Debt 
      Exchange and Global Debt Registry reporting directly to Mark Parsells. 
      Nancy comes to GDR with more than 7 years of extensive debt sales 
      experience in the ARM industry. Ms. Hirschbach formally worked as VP of 
      Business Development with CMAX and specializes in structuring debts 
      sales strategies, pricing models, contracts, and promoting and 
      protecting name brands and building markets for debt sellers across 
      multiple asset classes.
    &lt;/p&gt;
    &lt;p&gt;
      GDR also is pleased to announce &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.globaldebtregistry.com%2F&amp;amp;esheet=50157171&amp;amp;lan=en-US&amp;amp;anchor=David+Mertz&amp;amp;index=7&amp;amp;md5=3b3e69fcb32a72a8a75400fd67a271fa&quot;&gt;David 
      Mertz&lt;/a&gt; will be joining the senior leadership team as Managing 
      Director of Compliance, Privacy, and Risk, reporting directly to Mark 
      Parsells. David brings more than 25 years of experience with information 
      technology and compliance, privacy, and risk management. Mr. Mertz 
      recently was President of his own consulting firm specializing in 
      compliance, security, and risk in the ARM industry.
    &lt;/p&gt;
    &lt;p&gt;
      About Global Debt Registry
    &lt;/p&gt;
    &lt;p&gt;
      Global Debt Registry was founded in 1996 and is backed by a $5 Billion 
      private equity fund. GDR’s customizable, patent-pending platform 
      provides a comprehensive Data Integrity, &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.globaldebtregistry.com%2Fproducts-services&amp;amp;esheet=50157171&amp;amp;lan=en-US&amp;amp;anchor=Chain+of+Title&amp;amp;index=8&amp;amp;md5=c911b80cc2bcb4b34d9ea01c379e3e37&quot;&gt;Chain 
      of Title&lt;/a&gt;, and Turnkey Document Management solution to the Mortgage 
      and &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.globaldebtregistry.com%2Fmarkets-served&amp;amp;esheet=50157171&amp;amp;lan=en-US&amp;amp;anchor=Accounts+Receivable+Industries&amp;amp;index=9&amp;amp;md5=13d0297d3c6367c175408a50bbdfa965&quot;&gt;Accounts 
      Receivable Industries&lt;/a&gt;. Our mission is to deliver significant 
      consumer protections as well as measurable ROI benefits to all of our 
      clients. For more information about Global Debt Registry please visit &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.globaldebtregistry.com%2F&amp;amp;esheet=50157171&amp;amp;lan=en-US&amp;amp;anchor=www.globaldebtregistry.com&amp;amp;index=10&amp;amp;md5=e05cc31f85ae50a5b98d095aeacd549b&quot;&gt;www.globaldebtregistry.com&lt;/a&gt; 
      or contact Denis Concannon, Public Relations at 781.413.0002 or at &lt;a href=&quot;mailto:dconcannon@globaldebtregistry.com&quot;&gt;dconcannon@globaldebtregistry.com&lt;/a&gt;.
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 14:00:02 -0500</pubDate>
			
			<guid>http://pymnts.com/global-debt-acquisition-company-llc-gdr-expands-leadership-team-and-announces-expanded-role-as-ceo-for-executive-chairman-mark-parsells-20120203005803/</guid>
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		<item>
			<title>Robert L. Rosen Joins Sapient’s Board of Directors</title>
			<link>http://pymnts.com/robert-l-rosen-joins-sapients-board-of-directors-20120203005777/</link>
			<description>
    &lt;p&gt;
      &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.sapient.com&amp;amp;esheet=50157131&amp;amp;lan=en-US&amp;amp;anchor=Sapient&amp;amp;index=1&amp;amp;md5=f47909a4a50aa7965975490e8f1deeb6&quot;&gt;Sapient&lt;/a&gt;® 
      (NASDAQ: SAPE) announced today that Robert L. Rosen has been elected to 
      the company’s board of directors, effective February 1, 2012. Mr. Rosen 
      will also serve on Sapient’s audit committee.
    &lt;/p&gt;
    &lt;p&gt;
      “We are extremely pleased to have someone with Rob’s broad business and 
      financial experience join our board of directors,” said Alan J. Herrick, 
      Sapient president and chief executive officer. “Rob joins at a time of 
      tremendous growth and evolution at Sapient. His experience and insights 
      will be assets to our board and management team.”
    &lt;/p&gt;
    &lt;p&gt;
      Mr. Rosen brings to the Sapient board over thirty years of diversified 
      public and private investing experience. Mr. Rosen also has served as a 
      member of the Board of Overseers of NYU’s Stern School of Business for 
      more than a decade.
    &lt;/p&gt;
    &lt;p&gt;
      “Sapient is a unique company, and I am excited to have the opportunity 
      to serve on its board,” said Rosen. “The company applies technology to 
      create advantage for its clients at a time when technology is 
      increasingly used to further a company’s brand position. SapientNitro 
      develops brand-led multi-channel marketing and commerce solutions that 
      strengthen relationships between its clients’ customers and their 
      brands. Sapient Global Markets designs and implements strategic 
      solutions to help market leaders in trading and risk management succeed 
      in today’s global economy. Sapient is a leader in both of its core 
      businesses and is well positioned for future growth.”
    &lt;/p&gt;
    &lt;p&gt;
      Currently, Mr. Rosen serves as director to the private debt group, Ares 
      Capital Corporation (NASDAQ: ARCC), and as operating partner of Ares 
      Management, a $50 billion diversified asset management company. In 
      addition, he serves as managing partner to RLR Capital Partners, LP, 
      which invests in the securities of publicly traded North American 
      companies. Previously, Mr. Rosen served as CEO of RLR Partners, LLC, a 
      private investment firm that concentrates on financial services, 
      healthcare, media and investment management. In 1998, Mr. Rosen founded 
      National Financial Partners (NYSE: NFP), an independent distributor of 
      financial services to high net worth individuals and small to 
      medium-sized corporations. In addition, Mr. Rosen has served in 
      leadership positions at Damon Corporation and Shearson American Express.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;About Sapient®&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      Sapient® is a global services company that helps clients transform in 
      the areas of business, marketing, and technology. The company operates 
      three divisions that enable clients to gain a competitive advantage and 
      succeed in an increasingly digital world. SapientNitro, Sapient Global 
      Markets and Sapient Government Services fuse insight, creativity and 
      technology to drive innovation and to help clients navigate complex 
      business problems. Our approach is the subject of case studies used by 
      MBA programs at Harvard and Yale. The company has operations in North 
      America, Europe, and Asia-Pacific. For more information, visit &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.sapient.com&amp;amp;esheet=50157131&amp;amp;lan=en-US&amp;amp;anchor=http%3A%2F%2Fwww.sapient.com&amp;amp;index=2&amp;amp;md5=28d71bd7d9a820536df943a8220a5cf7&quot;&gt;http://www.sapient.com&lt;/a&gt;.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;i&gt;Sapient is a registered service mark of Sapient Corporation.&lt;/i&gt;
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 13:15:02 -0500</pubDate>
			
			<guid>http://pymnts.com/robert-l-rosen-joins-sapients-board-of-directors-20120203005777/</guid>
		</item>
		
		<item>
			<title>Saks Fifth Avenue Forms Local Charitable Partnerships Nationwide</title>
			<link>http://pymnts.com/saks-fifth-avenue-forms-local-charitable-partnerships-nationwide-20120203005736/</link>
			<description>
    &lt;p&gt;
      This February, Saks Fifth Avenue will give 5% of all registered 
      purchases made with a Saks Fifth Avenue credit card back to charity. The 
      donations will benefit certain local organizations, keeping support 
      within each Saks Fifth Avenue store’s immediate community. Saks Fifth 
      Avenue has partnered with 194 charitable organizations nationwide.
    &lt;/p&gt;
    &lt;p&gt;
      “Saks Fifth Avenue is committed to our local communities. We appreciate 
      our customers’ charitable involvement and look forward to giving back 
      locally with this exciting and newly implemented national program,” 
      Steve Sadove, Chairman and CEO, Saks Incorporated, said.
    &lt;/p&gt;
    &lt;p&gt;
      Customers may select which local charity from Saks Fifth Avenue’s roster 
      they wish to allocate their 5% contribution. Registration is one simple 
      step at point of sale linking the customer account with their chosen 
      charity.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;About Saks Fifth Avenue&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      Saks Fifth Avenue, one of the world’s preeminent specialty retailers, is 
      renowned for its superlative American and international designer 
      collections, its expertly edited assortment of handbags, shoes, , 
      jewelry. cosmetics and gifts, and the first-rate fashion expertise and 
      exemplary client service of its Associates. Today, Saks operates 46 
      full-line stores in 22 states, 2 licensed stores in the Middle East and 
      2 licensed stores in Mexico City, 61 Saks Fifth Avenue OFF 5TH stores 
      and saks.com, the company’s online store.
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 12:30:02 -0500</pubDate>
			
			<guid>http://pymnts.com/saks-fifth-avenue-forms-local-charitable-partnerships-nationwide-20120203005736/</guid>
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		<item>
			<title>A.M. Best Affirms Ratings of Industrial Alliance Insurance and Financial Services, Inc. and Its Subsidiaries</title>
			<link>http://pymnts.com/am-best-affirms-ratings-of-industrial-alliance-insurance-and-financial-services-inc-and-its-subsidiaries-20120203005698/</link>
			<description>
    &lt;p&gt;
      &lt;b&gt;A.M. Best Co.&lt;/b&gt; has affirmed the financial strength rating (FSR) of 
      A (Excellent) and issuer credit ratings (ICR) of “a+” of&lt;b&gt; Industrial 
      Alliance Insurance and Financial Services Inc. &lt;/b&gt;(IA) (Quebec) (TSX: 
      IAG) and its subsidiary,&lt;b&gt; Industrial Alliance Pacific Insurance and 
      Financial Services Inc. &lt;/b&gt;(IAP) (Vancouver, British Columbia). 
      Additionally, A.M. Best has affirmed the existing debt ratings of IA and &lt;b&gt;Industrial 
      Alliance Capital Trust&lt;/b&gt;.&lt;b&gt; &lt;/b&gt;(See below for a detailed listing of 
      the debt ratings.)
    &lt;/p&gt;
    &lt;p&gt;
      Concurrently, A.M. Best has affirmed the FSR of A- (Excellent) and ICRs 
      of “a-” of IA’s U.S. life insurance subsidiaries,&lt;b&gt; IA American Life 
      Insurance Company, &lt;/b&gt;(Atlanta, GA) &lt;b&gt;American-Amicable Life Insurance 
      Company of Texas&lt;/b&gt;, &lt;b&gt;Pioneer Security Life Insurance Company&lt;/b&gt;, &lt;b&gt;Pioneer 
      American Insurance Company&lt;/b&gt; and &lt;b&gt;Occidental Life Insurance Company 
      of North Carolina&lt;/b&gt; (these companies are collectively known as the IA 
      American Life Group). The outlook for all ratings is stable. All 
      companies are domiciled in Waco, TX, unless otherwise specified.
    &lt;/p&gt;
    &lt;p&gt;
      The ratings of IA and IAP reflect their stable absolute and 
      risk-adjusted capitalization, overall profitability and growing 
      geographic diversity in the organization’s business. A.M. Best notes 
      that IA has continued to report favorable capital levels, although its 
      capital structure, which includes long-term debt and preferred shares, 
      has recorded elevated financial leverage in recent years. Net income 
      trends have been favorable, although recent results have been impacted 
      by the sustained low interest rate environment and volatile equity 
      markets. The ratings also recognize IA’s continued efforts to diversify 
      its business profile and earnings stream through the IA American Life 
      Group and other acquisitions.
    &lt;/p&gt;
    &lt;p&gt;
      Offsetting these positive rating factors is A.M. Best’s ongoing concern 
      with IA’s continued exposure to equity market and interest rate 
      volatility. The equity market exposure is largely through the 
      organization’s mutual fund and segregated fund lines of business in 
      Canada. This exposure makes the group susceptible to fluctuations in 
      equity market performance, lower fee income from assets under management 
      and administration, lower sales from its savings and investment products 
      and the possibility for higher reserve charges. However, IA successfully 
      implemented a dynamic hedging program for its new segregated fund 
      products, which has performed well. A.M. Best also remains concerned 
      about the group’s increased financial leverage in its capital structure 
      and reduced coverage ratios, which remain lower than historical levels. 
      Nevertheless, both measures are within the guidelines for the 
      organization’s current rating level.
    &lt;/p&gt;
    &lt;p&gt;
      The ratings of the IA American Life Group recognize the support it has 
      received from IA through capital contributions via a surplus note, 
      several capital infusions and synergies from home office management of 
      actuarial reserves and its investment portfolio. The ratings also 
      acknowledge the experience IA has gained in the U.S. market through the 
      acquisition of the American Amicable operations during 2010.
    &lt;/p&gt;
    &lt;p&gt;
      Partially offsetting these positive rating factors are IA American Life 
      Group’s continued weak operating results due to the statutory strain 
      from new business production, very high level of mortgage loans relative 
      to capital, leverage in its capital structure and challenges over the 
      long term to grow business in its core individual annuity and life 
      markets due to limited scale. The IA American Life Group will continue 
      to face challenges to gain market share in a highly competitive life and 
      annuity insurance market in the United States, where it faces larger, 
      more established players. While significant overall earnings have not 
      yet materialized , A.M. Best expects that going forward, premium growth 
      during 2011 and the reallocation of the investment portfolio will 
      improve its operating results.
    &lt;/p&gt;
    &lt;p&gt;
      A.M. Best believes IA to be well positioned at its current rating level 
      for the near to medium term. Key factors that could result in negative 
      rating actions include a significant and sustained decline in IA’s 
      risk-adjusted capitalization; investment losses or operating performance 
      that does not meet A.M. Best’s expectations over a sustained period; or 
      financial leverage and/or interest coverage that falls short of the 
      guidelines for the current rating level.
    &lt;/p&gt;
    &lt;p&gt;
      The following debt rating has been assigned:
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Industrial Alliance Insurance and Financial Services Inc.—&lt;/b&gt;&lt;br/&gt;-- 
      “a-” on CAD 250 million 4.75% subordinated debentures, due 2016
    &lt;/p&gt;
    &lt;p&gt;
      The following debt ratings have been affirmed:
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Industrial Alliance Insurance and Financial Services Inc.—&lt;/b&gt;&lt;br/&gt;-- 
      “a-” on CAD 150 million 5.13% subordinated debentures, due 2019&lt;br/&gt;-- 
      “a-” on CAD 100 million 8.25% subordinated debentures, due 2019&lt;br/&gt;&lt;b&gt;-- 
      &lt;/b&gt;“bbb+” on CAD 125 million 4.60% non-cumulative perpetual preferred 
      shares, Series B&lt;br/&gt;&lt;b&gt;-- &lt;/b&gt;“bbb+” on CAD 100 million 6.20% 
      non-cumulative perpetual preferred shares, Series C&lt;br/&gt;&lt;b&gt;-- &lt;/b&gt;“bbb+” 
      on CAD 100 million 6.00% non-cumulative Class A preferred shares, Series 
      E&lt;br/&gt;&lt;b&gt;-- &lt;/b&gt;“bbb+” on CAD 100 million 5.90% non-cumulative 
      perpetual preferred shares, Series F
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Industrial Alliance Capital Trust---&lt;/b&gt;&lt;br/&gt;-- “bbb+” on CAD 150 
      million 5.714% trust securities Series A, due 2053
    &lt;/p&gt;
    &lt;p&gt;
      The following indicative ratings on securities available under the shelf 
      registration have been affirmed:
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Industrial Alliance Insurance and Financial Services Inc.—&lt;/b&gt;&lt;br/&gt;-- 
      “a” on senior unsecured debt&lt;br/&gt;-- “a-” on subordinated debt&lt;br/&gt;-- 
      “bbb+” on preferred shares
    &lt;/p&gt;
    &lt;p&gt;
      The methodology used in determining these ratings is Best’s Credit 
      Rating Methodology, which provides a comprehensive explanation of A.M. 
      Best’s rating process and contains the different rating criteria 
      employed in the rating process. Key criteria utilized include: “Risk 
      Management and the Rating Process for Insurance Companies”; “Rating 
      Members of Insurance Groups”; “Understanding BCAR for Life/Health 
      Insurers”; “Equity Credit for Hybrid Securities”; and “A.M. Best’s 
      Ratings &amp;amp; the Treatment of Debt.” Best’s Credit Rating Methodology can 
      be found at &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.ambest.com%2Fratings%2Fmethodology&amp;amp;esheet=50157003&amp;amp;lan=en-US&amp;amp;anchor=www.ambest.com%2Fratings%2Fmethodology&amp;amp;index=1&amp;amp;md5=7598b1c213443409dbd5a454946b5f03&quot;&gt;www.ambest.com/ratings/methodology&lt;/a&gt;.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Founded in 1899, A.M. Best Company is the world's oldest and most 
      authoritative insurance rating and information source. For more 
      information, visit &lt;/b&gt;&lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.ambest.com%2F&amp;amp;esheet=50157003&amp;amp;lan=en-US&amp;amp;anchor=www.ambest.com&amp;amp;index=2&amp;amp;md5=cee32b5febc1db0a305822a5491e7eed&quot;&gt;www.ambest.com&lt;/a&gt;.
    &lt;/p&gt;
    &lt;p class=&quot;bwalignc&quot;&gt;
      &lt;b&gt;Copyright © 2012 by A.M. Best Company, Inc. ALL RIGHTS RESERVED.&lt;/b&gt;
    &lt;/p&gt;
    &lt;p class=&quot;bwalignc&quot;&gt;
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 12:00:02 -0500</pubDate>
			
			<guid>http://pymnts.com/am-best-affirms-ratings-of-industrial-alliance-insurance-and-financial-services-inc-and-its-subsidiaries-20120203005698/</guid>
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		<item>
			<title>Research and Markets: The 2011 Baltic E-Banking Report - Estonia</title>
			<link>http://pymnts.com/research-and-markets-the-2011-baltic-e-banking-report---estonia-20120203005508/</link>
			<description>
    &lt;p&gt;
      &lt;b&gt;Research and Markets&lt;/b&gt;(&lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2Fd65704%2Fthe_2011_baltic_e&amp;amp;esheet=50156771&amp;amp;lan=en-US&amp;amp;anchor=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2Fd65704%2Fthe_2011_baltic_e&amp;amp;index=1&amp;amp;md5=a1b4a48b3d407c69936f19edc8c319e8&quot;&gt;http://www.researchandmarkets.com/research/d65704/the_2011_baltic_e&lt;/a&gt;) 
      has announced the addition of the &quot;&lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2Fd65704%2Fthe_2011_baltic_e&amp;amp;esheet=50156771&amp;amp;lan=en-US&amp;amp;anchor=The+2011+Baltic+E-Banking+Report+-+Estonia&amp;amp;index=2&amp;amp;md5=f456d61efffa8edf82950872117ebefd&quot;&gt;The 
      2011 Baltic E-Banking Report - Estonia&lt;/a&gt;&quot; report to their offering.
    &lt;/p&gt;
    &lt;p&gt;
      The Baltic E-Banking Report analyses the functionality, usability and 
      performance of the public websites and Internet Banking Systems (IBSs) 
      by every Estonian retail bank from an external user's perspective.
    &lt;/p&gt;
    &lt;p&gt;
      It ranks the banks by a wide range of customer-experience related 
      criteria, provides comments on best-practice examples and highlights 
      areas where improvement is clearly needed. Aggregate rankings and 
      benchmarks are provided both in the executive summary and at the end of 
      the report.
    &lt;/p&gt;
    &lt;p&gt;
      With the public bank websites and Internet banking systems having 
      overtaken the regular customer service branches and in certain cases 
      even the ATMs in popularity, e-channels have been turned into the next 
      arena for competitive battles.
    &lt;/p&gt;
    &lt;p&gt;
      To have a chance of winning those battles, a bank needs a clear 
      understanding of how its Internet properties compare to those of rival 
      banks at the moment, where it is leading and where it is lagging behind.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Key Topics Covered:&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      1. Introducing The Baltic E-Banking Report 2011
    &lt;/p&gt;
    &lt;p&gt;
      2. Goals of the study
    &lt;/p&gt;
    &lt;p&gt;
      3. What the report offers
    &lt;/p&gt;
    &lt;p&gt;
      4. Key definitions
    &lt;/p&gt;
    &lt;p&gt;
      5. General methodology
    &lt;/p&gt;
    &lt;p&gt;
      6. Subject of the research
    &lt;/p&gt;
    &lt;p&gt;
      7. Banks covered in the report
    &lt;/p&gt;
    &lt;p&gt;
      8. E-Banking Fees
    &lt;/p&gt;
    &lt;p&gt;
      9. Functionality
    &lt;/p&gt;
    &lt;p&gt;
      10. Mobile banking
    &lt;/p&gt;
    &lt;p&gt;
      11. Clarity
    &lt;/p&gt;
    &lt;p&gt;
      12. Convenience
    &lt;/p&gt;
    &lt;p&gt;
      13. Customer Service Responsiveness
    &lt;/p&gt;
    &lt;p&gt;
      14. Innovation
    &lt;/p&gt;
    &lt;p&gt;
      About the Authors
    &lt;/p&gt;
    &lt;p&gt;
      For more information visit &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2Fd65704%2Fthe_2011_baltic_e&amp;amp;esheet=50156771&amp;amp;lan=en-US&amp;amp;anchor=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2Fd65704%2Fthe_2011_baltic_e&amp;amp;index=3&amp;amp;md5=b97741dcf1412d354929697383afbee4&quot;&gt;http://www.researchandmarkets.com/research/d65704/the_2011_baltic_e&lt;/a&gt;
    &lt;/p&gt;
    &lt;p&gt;
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 09:30:02 -0500</pubDate>
			
			<guid>http://pymnts.com/research-and-markets-the-2011-baltic-e-banking-report---estonia-20120203005508/</guid>
		</item>
		
		<item>
			<title>Research and Markets: The 2011 Baltic E-Banking Report - Lithuania</title>
			<link>http://pymnts.com/research-and-markets-the-2011-baltic-e-banking-report---lithuania-20120203005504/</link>
			<description>
    &lt;p&gt;
      &lt;b&gt;Research and Markets&lt;/b&gt;(&lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2F726d32%2Fthe_2011_baltic_e&amp;amp;esheet=50156793&amp;amp;lan=en-US&amp;amp;anchor=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2F726d32%2Fthe_2011_baltic_e&amp;amp;index=1&amp;amp;md5=308d05953490f7285baf02069518046a&quot;&gt;http://www.researchandmarkets.com/research/726d32/the_2011_baltic_e&lt;/a&gt;) 
      has announced the addition of the &quot;&lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2F726d32%2Fthe_2011_baltic_e&amp;amp;esheet=50156793&amp;amp;lan=en-US&amp;amp;anchor=The+2011+Baltic+E-Banking+Report+-+Lithuania&amp;amp;index=2&amp;amp;md5=2bf507e53bfcd448e26565fa8e178262&quot;&gt;The 
      2011 Baltic E-Banking Report - Lithuania&lt;/a&gt;&quot; report to their offering.
    &lt;/p&gt;
    &lt;p&gt;
      The Baltic E-Banking Report analyses the functionality, usability and 
      performance of the public websites and Internet Banking Systems (IBSs) 
      by every Lithuanian retail bank from an external user's perspective.
    &lt;/p&gt;
    &lt;p&gt;
      It ranks the banks by a wide range of customer-experience related 
      criteria, provides comments on best-practice examples and highlights 
      areas where improvement is clearly needed. Aggregate rankings and 
      benchmarks are provided both in the executive summary and at the end of 
      the report.
    &lt;/p&gt;
    &lt;p&gt;
      With the public bank websites and Internet banking systems having 
      overtaken the regular customer service branches and in certain cases 
      even the ATMs in popularity, e-channels have been turned into the next 
      arena for competitive battles.
    &lt;/p&gt;
    &lt;p&gt;
      To have a chance of winning those battles, a bank needs a clear 
      understanding of how its Internet properties compare to those of rival 
      banks at the moment, where it is leading and where it is lagging behind.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Key Topics Covered:&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      1. Introducing The Baltic E-Banking Report 2011
    &lt;/p&gt;
    &lt;p&gt;
      2. Goals of the study
    &lt;/p&gt;
    &lt;p&gt;
      3. What the report offers
    &lt;/p&gt;
    &lt;p&gt;
      4. Key definitions
    &lt;/p&gt;
    &lt;p&gt;
      5. General methodology
    &lt;/p&gt;
    &lt;p&gt;
      6. Subject of the research
    &lt;/p&gt;
    &lt;p&gt;
      7. Banks covered in the report
    &lt;/p&gt;
    &lt;p&gt;
      8. E-Banking Fees
    &lt;/p&gt;
    &lt;p&gt;
      9. Functionality
    &lt;/p&gt;
    &lt;p&gt;
      10. Mobile banking
    &lt;/p&gt;
    &lt;p&gt;
      11. Clarity
    &lt;/p&gt;
    &lt;p&gt;
      12. Convenience
    &lt;/p&gt;
    &lt;p&gt;
      13. Customer Service Responsiveness
    &lt;/p&gt;
    &lt;p&gt;
      14. Innovation
    &lt;/p&gt;
    &lt;p&gt;
      For more information visit &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2F726d32%2Fthe_2011_baltic_e&amp;amp;esheet=50156793&amp;amp;lan=en-US&amp;amp;anchor=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2F726d32%2Fthe_2011_baltic_e&amp;amp;index=3&amp;amp;md5=b753047c4c8149edb686e0fb696859ca&quot;&gt;http://www.researchandmarkets.com/research/726d32/the_2011_baltic_e&lt;/a&gt;
    &lt;/p&gt;
    &lt;p&gt;
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 09:30:04 -0500</pubDate>
			
			<guid>http://pymnts.com/research-and-markets-the-2011-baltic-e-banking-report---lithuania-20120203005504/</guid>
		</item>
		
		<item>
			<title>Research and Markets: The 2011 Baltic E-Banking Report - Latvia</title>
			<link>http://pymnts.com/research-and-markets-the-2011-baltic-e-banking-report---latvia-20120203005481/</link>
			<description>
    &lt;p&gt;
      &lt;b&gt;Research and Markets&lt;/b&gt;(&lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2F97e747%2Fthe_2011_baltic_e&amp;amp;esheet=50156754&amp;amp;lan=en-US&amp;amp;anchor=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2F97e747%2Fthe_2011_baltic_e&amp;amp;index=1&amp;amp;md5=162c7a9a01b428c1e860eafc2621b5b9&quot;&gt;http://www.researchandmarkets.com/research/97e747/the_2011_baltic_e&lt;/a&gt;) 
      has announced the addition of the &quot;&lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2F97e747%2Fthe_2011_baltic_e&amp;amp;esheet=50156754&amp;amp;lan=en-US&amp;amp;anchor=The+2011+Baltic+E-+Banking+Report+-+Latvia&amp;amp;index=2&amp;amp;md5=0ec0d1eeeff0b3b6b16b38f70d8ab387&quot;&gt;The 
      2011 Baltic E- Banking Report - Latvia&lt;/a&gt;&quot; report to their offering.
    &lt;/p&gt;
    &lt;p&gt;
      The Baltic E-Banking Report analyses the functionality, usability and 
      performance of the public websites and Internet Banking Systems (IBSs) 
      by every Latvian retail bank from an external user's perspective.
    &lt;/p&gt;
    &lt;p&gt;
      It ranks the banks by a wide range of customer-experience related 
      criteria, provides comments on best-practice examples and highlights 
      areas where improvement is clearly needed. Aggregate rankings and 
      benchmarks are provided both in the executive summary and at the end of 
      the report.
    &lt;/p&gt;
    &lt;p&gt;
      With the public bank websites and Internet banking systems having 
      overtaken the regular customer service branches and in certain cases 
      even the ATMs in popularity, e-channels have been turned into the next 
      arena for competitive battles.
    &lt;/p&gt;
    &lt;p&gt;
      To have a chance of winning those battles, a bank needs a clear 
      understanding of how its Internet properties compare to those of rival 
      banks at the moment, where it is leading and where it is lagging behind.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Key Topics Covered:&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      1. Introducing The Baltic E-Banking Report 2011
    &lt;/p&gt;
    &lt;p&gt;
      2. Goals of the study
    &lt;/p&gt;
    &lt;p&gt;
      3. What the report offers
    &lt;/p&gt;
    &lt;p&gt;
      4. Key definitions
    &lt;/p&gt;
    &lt;p&gt;
      5. General methodology
    &lt;/p&gt;
    &lt;p&gt;
      6. Subject of the research
    &lt;/p&gt;
    &lt;p&gt;
      7. Banks covered in the report
    &lt;/p&gt;
    &lt;p&gt;
      8. E-Banking Fees
    &lt;/p&gt;
    &lt;p&gt;
      9. Functionality
    &lt;/p&gt;
    &lt;p&gt;
      10 Mobile banking
    &lt;/p&gt;
    &lt;p&gt;
      11. Clarity
    &lt;/p&gt;
    &lt;p&gt;
      12. Convenience
    &lt;/p&gt;
    &lt;p&gt;
      13. Customer Service Responsiveness
    &lt;/p&gt;
    &lt;p&gt;
      For more information visit &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2F97e747%2Fthe_2011_baltic_e&amp;amp;esheet=50156754&amp;amp;lan=en-US&amp;amp;anchor=http%3A%2F%2Fwww.researchandmarkets.com%2Fresearch%2F97e747%2Fthe_2011_baltic_e&amp;amp;index=3&amp;amp;md5=fb0383c6bd28954adb3234772290fb02&quot;&gt;http://www.researchandmarkets.com/research/97e747/the_2011_baltic_e&lt;/a&gt;
    &lt;/p&gt;
    &lt;p&gt;
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 09:15:02 -0500</pubDate>
			
			<guid>http://pymnts.com/research-and-markets-the-2011-baltic-e-banking-report---latvia-20120203005481/</guid>
		</item>
		
		<item>
			<title>Website Builder Yola Partners With Ecwid to Provide Drag-and-Drop E-Commerce Functionality to Yola Customers</title>
			<link>http://pymnts.com/website-builder-yola-partners-with-ecwid-to-provide-drag-and-drop-e-commerce-functionality-to-yola-customers-20120203005211/</link>
			<description>
    &lt;p&gt;
      Ecwid, Inc., producer of the world’s first platform-neutral, drop-in 
      store builder widget, announces a partnership with website builder Yola 
      to provide its e-commerce solution to Yola’s customers.
    &lt;/p&gt;
    &lt;p&gt;
      Yola is a leading website builder that lets individuals and small 
      businesses easily create websites with no technical expertise required. 
      Yola’s Online Store package powered by Ecwid allows users to quickly 
      create a store by setting it up in their Yola dashboard and dropping it 
      into any page of a new or existing site. Yola has taken full advantage 
      of Ecwid’s robust APIs to create a simple, all-in-one solution for a 
      customer looking to create a website and start selling online.
    &lt;/p&gt;
    &lt;p&gt;
      “We believe building a website should be easy, but the end-result should 
      also be full-featured and professional. Yola’s e-commerce solution 
      needed to be easy-to-use, but also robust,” says Trevor Harries-Jones, 
      Yola’s President and CEO. “Because Ecwid’s drop-in widget has a wide 
      variety of features, our customers can now create an online store with 
      rich functionality not available on any other website builder.”
    &lt;/p&gt;
    &lt;p&gt;
      Ecwid (&lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.ecwid.com&amp;amp;esheet=50156512&amp;amp;lan=en-US&amp;amp;anchor=www.ecwid.com&amp;amp;index=1&amp;amp;md5=f33f0c4b15fadbbf198df97b238201cf&quot;&gt;www.ecwid.com&lt;/a&gt;) 
      is based in Ulyanovsk, Russia, with offices in Mountain View, California 
      and London, U.K. Yola (&lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.yola.com&amp;amp;esheet=50156512&amp;amp;lan=en-US&amp;amp;anchor=www.yola.com&amp;amp;index=2&amp;amp;md5=43410b2820cae0a86ad90d997be09694&quot;&gt;www.yola.com&lt;/a&gt;) 
      is based in San Francisco, California.
    &lt;/p&gt;
    &lt;p&gt;
      “SMBs seek out website building services like Yola to help them deploy a 
      professional website they can manage themselves, but most offer only a 
      limited, even dumbed-down, e-commerce solution,” comments Ruslan R. 
      Fazlyev, Ecwid’s founder and CEO. “Yola and Ecwid’s partnership breaks 
      that mold. With its rich functionality and easy drop-in to any web or 
      social page, Yola will stay well ahead of its customers e-commerce 
      needs.”
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Ecwid Partner Support:&lt;/b&gt; Ecwid’s latest version (v10) includes a 
      wide range of new features including enhanced partner and affiliate 
      program support. This includes new application program interface (API) 
      options for partners allowing businesses to smoothly integrate Ecwid 
      with their existing platforms. Web-hosters, site-builders and payment 
      gateways can learn more at: &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.ecwid.com%2Fpartners-program.html&amp;amp;esheet=50156512&amp;amp;lan=en-US&amp;amp;anchor=www.ecwid.com%2Fpartners-program.html&amp;amp;index=3&amp;amp;md5=0311f8eb5d1a0f73d37776222799f4f3&quot;&gt;www.ecwid.com/partners-program.html&lt;/a&gt;
    &lt;/p&gt;
    &lt;p&gt;
      Ecwid’s store builder, the first and only store builder made entirely in 
      AJAX, is used by over 125,000 storefront customers in 174 countries, 
      with over 40 percent of customers in the United States. Store owners can 
      embed the Ajax-based Ecwid shopping cart regardless of device or browser 
      type and without the need to install a Flash plug-in. Even non-technical 
      users can add a store to any existing web, mobile or social network page 
      in less than five minutes.
    &lt;/p&gt;
    &lt;p&gt;
      Ecwid’s widget accepts payments from all major payment systems such as 
      PayPal, Google Checkout and Authorize.net.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;About Ecwid&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      Ecwid offers a new approach to building an online store: a free, 
      SaaS-based widget, compatible with any existing site and payment system, 
      designed to be trouble-free and lightning-fast. Founded in 2009 by 
      Ruslan R. Fazlyev, Ecwid won The Business Project 2010 startup contest 
      sponsored by Google and Forbes Russia. Fazlyev’s first startup, X-Cart, 
      was founded in 2000, producing the world’s first PHP store builder 
      software. With no funding, X-Cart grew from a team of three students to 
      120 employees. Fazlyev has left X-Cart to commit his time fully to Ecwid.
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;About Yola&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      Yola is fast becoming the leading choice globally for a small business 
      to create and grow an online presence by offering an easy-to-use, free 
      website builder and innovative premium hosting and feature sets to its 
      millions of customers worldwide. Privately-held Yola, backed by Reinet 
      Fund, is the recipient of numerous industry accolades including &lt;i&gt;Business 
      Week’s&lt;/i&gt; 50 Best Tech Start-ups, &lt;i&gt;The Industry Standard&lt;/i&gt; 100, and &lt;i&gt;Fast 
      Company&lt;/i&gt;’s Fast 50 Reader Favorites. The company is headquartered in 
      San Francisco, CA. For additional information, please visit &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.yola.com&amp;amp;esheet=50156512&amp;amp;lan=en-US&amp;amp;anchor=www.yola.com&amp;amp;index=4&amp;amp;md5=00fa649c050b6226d7eda39cfefab33a&quot;&gt;www.yola.com&lt;/a&gt;.
    &lt;/p&gt;
    &lt;p&gt;
      Ecwid is a trademark of Ecwid, Inc. All other trademarks or registered 
      trademarks contained herein are the property of their respective owners.
    &lt;/p&gt;
    &lt;p&gt;
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 09:15:03 -0500</pubDate>
			
			<guid>http://pymnts.com/website-builder-yola-partners-with-ecwid-to-provide-drag-and-drop-e-commerce-functionality-to-yola-customers-20120203005211/</guid>
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		<item>
			<title>ACCEL/Exchange Payments Network from Fiserv Again Breaks Transaction and Growth Records for the Year</title>
			<link>http://pymnts.com/accelexchange-payments-network-from-fiserv-again-breaks-transaction-and-growth-records-for-the-year-20120203005106/</link>
			<description>
    &lt;p&gt;
      &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.fiserv.com%2F&amp;amp;esheet=50156333&amp;amp;lan=en-US&amp;amp;anchor=Fiserv&amp;amp;index=1&amp;amp;md5=7065096e5848a65c3eb579bf986a3081&quot;&gt;Fiserv&lt;/a&gt;, 
      Inc. (NASDAQ: FISV), a leading global provider of financial services 
      technology solutions, announced today that its &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=https%3A%2F%2Fwww.accelexchange.com%2F&amp;amp;esheet=50156333&amp;amp;lan=en-US&amp;amp;anchor=ACCEL%2FExchange%C2%AE&amp;amp;index=2&amp;amp;md5=273347e1d144f50910d3a985edfb4e2c&quot;&gt;ACCEL/Exchange&lt;sup&gt;®&lt;/sup&gt;&lt;/a&gt; 
      payments network had another record-setting year, processing more than 
      1.5 billion transactions in 2011, an increase of nearly 29 percent over 
      2010. ACCEL/Exchange payments network from Fiserv is one of the 
      fastest-growing payments networks in the industry, supplying the 
      infrastructure for financial institutions to give cardholders 
      around-the-clock access to their demand deposit account funds at ATMs 
      and the point of sale.
    &lt;/p&gt;
    &lt;p&gt;
      ACCEL/Exchange also experienced record-setting volume in the fourth 
      quarter and processed more than 151 million transactions in December 
      2011. Network membership increased by nearly 10 percent in 2011 bringing 
      total membership to more than 3,000 financial institutions.
    &lt;/p&gt;
    &lt;p&gt;
      “2011 was another year of above-industry growth for the ACCEL/Exchange 
      from Fiserv, which we take as a testament to the reliability and 
      innovative nature of our network,” said David Keenan, general manager, 
      Network Solutions, Fiserv. ”We continue to enhance the network to make 
      it more valuable to our financial institution members, enabling them to 
      provide their cardholders with secure payments and convenient funds 
      access. In 2012 we have plans to add even more value to our member 
      institutions with the introduction of mobile access and real-time access 
      to funds for person-to-person (P2P) transactions.”
    &lt;/p&gt;
    &lt;p&gt;
      Throughout 2011 Fiserv also saw continued growth in its Member Advantage 
      program, an innovative interchange program for members who choose 
      ACCEL/Exchange as their exclusive PIN debit network plus subscribe to at 
      least one additional Fiserv product or service. Members in the program 
      have the opportunity to earn higher interchange rates and reduce overall 
      expenses.
    &lt;/p&gt;
    &lt;p&gt;
      “More and more institutions are recognizing that the ACCEL/Exchange 
      Member Advantage program is the best way to leverage their debit 
      investment,” said Keenan. “With industry-leading financials, program 
      optimization tools, loyalty rewards and integration with the unsurpassed 
      assets of Fiserv, ACCEL/Exchange Member Advantage is the 
      straight-forward way for financial institutions to strengthen the 
      relationships with their customers while maximizing the return on their 
      debit investment in an increasingly complex and competitive environment.”
    &lt;/p&gt;
    &lt;p&gt;
      &lt;b&gt;Additional Resources:&lt;/b&gt;
    &lt;/p&gt;
    &lt;ul&gt;
      &lt;li class=&quot;bwlistitemmargb&quot;&gt;
        ACCEL/Exchange - &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.accelexchange.com%2F&amp;amp;esheet=50156333&amp;amp;lan=en-US&amp;amp;anchor=http%3A%2F%2Fwww.accelexchange.com%2F&amp;amp;index=3&amp;amp;md5=e214898995dab6ccbc70813f2acef9fe&quot;&gt;http://www.accelexchange.com/&lt;/a&gt;
      &lt;/li&gt;
    &lt;/ul&gt;
    &lt;p&gt;
      &lt;b&gt;About Fiserv&lt;/b&gt;
    &lt;/p&gt;
    &lt;p&gt;
      Fiserv, Inc. (NASDAQ: FISV) is a leading global technology provider 
      serving the financial services industry. Fiserv is driving innovation in 
      payments, processing services, risk and compliance, customer and channel 
      management, and business insights and optimization. For six of the past 
      eight years, Fiserv ranked No. 1 on the FinTech 100, an annual 
      international listing of the top technology providers to the financial 
      services industry. For more information, visit &lt;a href=&quot;http://cts.businesswire.com/ct/CT?id=smartlink&amp;amp;url=http%3A%2F%2Fwww.fiserv.com&amp;amp;esheet=50156333&amp;amp;lan=en-US&amp;amp;anchor=www.fiserv.com&amp;amp;index=4&amp;amp;md5=2ebc8667b69b31d23a9bada19eae168a&quot;&gt;www.fiserv.com&lt;/a&gt;.
    &lt;/p&gt;
    &lt;p&gt;
      FISV-G
    &lt;/p&gt;
    &lt;p class=&quot;bwalignc&quot;&gt;
    &lt;/p&gt;
 </description>
			<pubDate>Fri, 03 Feb 2012 09:15:02 -0500</pubDate>
			
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