A:   With regard to Central Plains Laboratory our integration plan really had three steps to it, and each of those steps represented a particular synergy. The first step obviously was to realize the administrative synergies with the removal of certain consulting fees and fees being taken out by previous owners. That was fairly straightforward, and that was accomplished and thereby reflected in the first quarter; so we saw that first phase of administrative synergies actually reflected in the first quarter. The second phase of synergies related to integration was to get their esoteric tests or their send-out tests moved to LabOne's platform. That did two things: it either enabled us to perform the tests here for them at a much lower cost than they were buying the test for, or it enabled us to wrap our negotiated agreements with send-out laboratories around their testing and then realize a lower cost. Before we could do that we had to write an interface between our LIS systems. That interface was completed at the very end of the first quarter, as we said it would be, and subsequently right in the beginning of April tests began to move. Today that phase two is about 90% complete; there are still some tests to move. Those synergies will be reflected therefore in the second quarter numbers rather than the first quarter. The third and final phase of integration is actually to move some of the routine tests that are being performed in Hays, particularly from markets that are easier to get to Kansas City than they are to get to Hays - i.e., Amarillo and Wichita - to get that routine testing into LabOne. You may recall that's predicated on system interfaces. We had decided to purchase and implement a new laboratory information system in Hays which we did purchase and we are in the implementation phase, and also to acquire and implement a new pathology system. Both of those systems give us better capabilities to serve the outreach market from that laboratory, and those systems are absolutely imperative before we can integrate that routine work. Those systems are scheduled to be installed, tested and operational September 1^st. I'd like to give the operations team some latitude to beat that number and maybe there would be something going on after September 1^st, but on or around September 1^st we will have those two systems up and running. Subsequently we'll interface the routine tests to LabOne. So we would see an impact during the fourth quarter of the third phase of integration. It would also be anticipated that with the knowledge set that we get from the installation of these two systems as an interface, that it will make integration in the future with other clinical labs conceivably more expeditious.

A:   It's running slightly above before we acquired it.

A:   Yes, there's a couple of things that we're doing. One of the things that we've understood in that market is that in order to be more competitive we need to be providing the fullest array of services for pre-employment screening which is more conventionally the TPA services. That includes the background checks, includes some enhanced system performance for results reporting to occupational med clinics as well. So we have actually two parties that we're working with jointly in order to be able to expand that marketing.

A:   Nothing uniquely, no. We did have a repayment of a note receivable that had been carried for the preceding two or three quarters, but that was somewhat offset by one of our larger accounts being paid in April as opposed to the quarter. We did have a benefit from that note being repaid, though.

A:   Yes, we do.

A:   Because we wish to remain conservative.

A:   I am comfortable with what our guidance is. I'm not unhappy with the analysts' guidance or the consensus overall either.

A:   Let me comment just briefly on our Lab Card volume. We currently have about 3.5 million members in the Lab Card group. It's still a very significant part of our overall healthcare business, and it continues to increase with more utilization with our existing customers. In terms of the actual revenue amount, I would surmise it would be close to around $30 million of business on our healthcare block. We remain very optimistic with the business, and we continue to offer the product on a national basis.

A:   It's a little bit difficult to project. We generally go into our projections for the succeeding year with the utilization rates that we've maintained for the prior year. I can tell you as a step process though what we have seen - and I think we've mentioned this in prior calls - is that large accounts typically have a utilization rate below 20% in their first year of adoption. That generally goes to the mid 20% in the second year; generally goes into the low 30 to mid 30% in the third year. We don't know really where it peaks out. Quite candidly, we've got some accounts that are at 90% utilization and we have some accounts that have leveled out at 40% utilization. So it's a matter of mixture of accounts and anticipating adoption.

A:   Historically, yes, we mentioned that healthcare was growing at 25% top line. Historically, Lab Card has grown slightly faster than that and it still is above that. As one of the products in healthcare, it's still a driver above that 25% growth rate.

A:   Yes, I think we've actually kind of alluded to that in our initial comments, as we said that overall our growth is 46%; 25% of that growth was organic. So that's 21% of the growth in the first quarter that was related to CPL.

A:   Yes, other than this quarter, we've only got one month as a data set. It's relatively flat - it hasn't demonstrated a decrease from the prior year - but that doesn't speak for an entire second quarter. So I'm in no better position than Greenspan to predict what that means, but quite candidly I would be hopeful that we'll start seeing flattening out and then with some of our initiatives this year that we'll start seeing an uptick.

A:   Well, it may well be an indicator.

A:   Our current run rate on our paramedical business is about $85 million. In terms of where we're getting that new business, a substantial part of the growth is coming from home-office directed business. We have several new customers that are now working with us on an exclusive basis, and certainly as more and more companies move to the home-office directed model we think that benefits us because we have excellent connectivity to our insurance company clientele. So again, as far as our run rates, maybe $5 million worth of growth's coming from the home-office directed side. I might also add that as our teleunderwriting grows, there's some serendipity there because generally those teleinterviews get directed to ExamOne, so that also helps feed our examination growth; and you can see that we've had tremendous growth in teleunderwriting in this quarter by contrast to last year.

A:   It's generally running right now about $17-18 million on an annualized basis. In terms of our product lines and our overall risk assessment portfolio, that's probably one of the fastest growing product lines. There is tremendous interest in the insurance industry in looking at utilizing teleunderwriting, and as that product grows - with good margins, I might add - then certainly we expect the paramedical business to grow as well.

A:   As far as total healthcare volume, yes, the CPL volume is now reflected in that. Keep in mind the volume that's moved over here during the second quarter is part of the second phase of integration which was to get at their send-out tests, the esoteric tests. So their relative volume of tests that they're moving to LabOne inside of that transfer is relatively small. The dollar amount associated with that is roughly $300,000 annually in EBITDA. Then a significant component of the synergies will be realized again at the end of third quarter or fall into third quarter when the routine testing is moved over. Annually, Central Plains was doing - I think as what would be expected for a lab of its size - about a thousand specimens a day. The test of volumes are between 35 and 50 a day when we talk about esoterics.

A:   Okay, as we said before, our profile is generally between $10 million and $50 million; at least that's what we have an ongoing initiative or dialogue with right now. There's more competition for the larger laboratories than there are generally for the smaller ones. There are, I believe, some advantages that we have, particularly if it's the smaller ones, but even I think it offers to some of the larger ones as well in that to the extent that they've had a fairly active outreach program or marketing effort and have been marketing against the two larger competitors, they have not been marketing against LabOne previously in the past. And I think, again, our approach to how we would impact the market is considerably different than historically what has been viewed with LabCorp and Quest in trying to maintain a local market feel and basically translating that integration into something different than has been done in the past. So it's been very well received; our pipeline is very full. Having a full pipeline and actually consummating a transaction are altogether two different things, and to the extent that there is a hospital constituency involved it's generally a little longer process than a more conventional financial transaction because there are a lot of assurances that we want to make sure that the constituents in that hospital market are comfortable with as well.

A:   Everything we look at is still on a post-synergy multiple so there has been a little bit of a realization, I think, that the multiples are not as aggressive as they were this time last year. Having said that, though, we do still go through a lot of effort at our end in evaluating and trying to make sure that we've identified all of the synergies that can allow us to get the best value to a seller; but as we've articulated in the past, we generally will not go above five times on a post-synergy basis. There has to be a very strong strategic reason for us to do that.