Read the heartbreaking impact statement read by the Figoski girls

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Below is the impact statement read in Brooklyn Supreme Court today by the four daughters of NYPD Det. Peter Figoski at the sentencing of his killer, Lamont Pride. The one joint statement was read in court, with each daughter taking a portion.

CHRISTINE FIGOSKI, 21:

On the evening of Sunday, December 11, my sisters and I went to bed with the worries of your average teenage girl. We were worried about studying for upcoming college final exams, and high school tests, and looking forward to going home for the Christmas holiday and having the family together.

We all got our normal “Night, I love you” text from Daddy, and only a few hours after, my sisters and I were faced with the tragedy that would impact the rest of our lives. The next events that happened that morning are events that will haunt us for the rest of our lives.

We were awoken by my Mom in a panic after hearing that Daddy had been in an accident. We were startled and from that moment on everything seemed to get worse.

We all came to the hospital to “Hope” and “Pray” that our Dad would pull through. Our Father was shot in the face, and still breathing at that moment, and even though as bad as his condition was, we still thought just somehow he would survive. Nothing at that moment felt real and till this day, it still doesn’t.

Two of us arrived at the hospital to see the grim faces of family members and the sad faces of hundreds of police officers that were lined up throughout the hospital.

The next several hours were some of the hardest of our lives as we were told that our Father died as a result of a gunshot to the face. We spiraled into the confusion of having to deal with the hard reality of having to prepare with life without our Dad.

CORINNE FIGOSKI, 15:

Our dad was our world, our everything. He was our hero, protector, role model and our best friend. He always made everything better. And not at one moment would any of us realize what it would be like without a father, it’s more than anyone could ever imagine. Everything our Dad did was for us. He was always trying his hardest to make us the best people we could be.

Now a day's “Promise” is just a word. When people say, “I promise everything will get better, and it’s going to be OK,” it’s just a lie to us.Nothing will ever be the same again and we will never feel the way we used to.

We lay in bed for hours in the dark at night, thinking about every possible thing that has changed in our lives since December 12, 2011. Sometimes we want to believe that this world is hell and there is another peaceful world where our dad is now. I’m not sure if we are depressed, but we are constantly angry and sad, but we continue to put smiles on our faces and laugh and joke with one another like our Father would want. But inside we are numb, and broken. We find it so hard to be happy, sometimes we forget how to feel. The past is better than it is now, and the future is less resolved. When our father died, a part of us died inside. We realize that once you’re broken in certain ways, they couldn’t ever be fixed now, no matter how hard you try.

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Would-be convention center developers make pitches to Miami Beach residents

Developers on Wednesday presented Miami Beach residents with competing ideas for what the city’s Convention Center could look like after an overhaul.

It was the public’s first glimpse of what could become of the 52-acre site. Two heavy-hitting teams are competing for the project, which could cost up to $1 billion.

Both teams – Portman-CMC and South Beach ACE – stressed that the concepts presented Wednesday were only preliminary ideas.

Both teams’ proposals focus on creating lush greenscapes and ways to connect the enormous convention center with abutting neighborhoods – things that residents at a prior public meeting asked of the developers.

To do that, Portman-CMC, the team led by Portman Holdings, proposed several scenarios. In one, a diagonal plaza would grace the corner of the current convention center property, creating a string of parks to connect the center to the existing Miami Beach Botanical Garden and SoundScape Park.

The design focused on creating shade through both the buildings and landscaping, which is basically nonexistent now.

“This place is a black hole in terms of green, in terms of trees. We aim to change that," said Jamie Maslyn Larson, a Partner of West 8, the company partnering with Portman to landscape the project.

West 8 also worked on Miami Beach’s SoundScape Park, which features free outdoor movies and audio and video feeds of performances at the adjoining New World Symphony.

South Beach ACE, the team led by Tishman Hotel and Realty, proposed an underground parking area to hide idling trucks and buses – an issue that residents have complained about. Above the parking lot would be a rolling greenspace, and views of the now-ignored Collins Canal would be incorporated.

World-renowned architect Rem Koolhaas, part of the South Beach ACE team, called the current convention center a "serious problem" in the middle of the "idyllic" Miami Beach. His team’s design aims to correct that.

Tishman’s proposal also preserves the current Jackie Gleason Theater. Residents have debated whether the theater, which is not deemed historic, deserves to be preserved. The Tishman proposal would essentially remove a back wall of the theater to create a two-stage amphitheater.

Portman-CMC has not made a decision about whether the theater itself would stay, but spoke to preserving the legacy of Gleason himself. The team launched a website to get more resident feedback about its proposal: www.portmancmcmiamibeach.com.

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2006 report detailed problems with Havana Palms condos in Little Havana

In January 2006, executives at Montara Land V, LLC, hired a firm to do an analysis of the roof, structure, plumbing, and other conditions of an apartment complex in Little Havana that they wanted to convert to condominiums.

This report, submitted to the state department that regulates conversions, concluded that the buildings, constructed in 1946, barely had five more years of “useful life.” The cost for repairs would be about $700,000, according to the analysis by architect James Chastanet.

“My report was based on the age of the building and on a visual inspection,” said Chastanet, who did not see structural damage. “It’s an old building and that had to be clearly highlighted in the report, which serves as disclosure for potential buyers.”

Montara Land’s executives presented this information to the 19 buyers, most of them low-income people who relied on government help to buy their condominiums between December 2006 and July 2010. Yet many of them never read this information, which was included as part of a large package of documents from the Havana Palms condominium association.

Last month, seven years after the analysis, the living-room floor of one of the condominiums collapsed and the owner had to move. The floors in other units also do not appear to be firm.

Aníbal Duarte-Viera, one of the partners of Montara Land, said Monday that he would have never knowingly bought a property with structural damage.

“As an investor, why would I do that?” asked Duarte-Viera. “I bought that property because it was pretty and it was a moment when everybody was making these conversions to condominiums.”

Public records show that Duarte-Viera and business partner Gabriel De la Campa bought the complex in 2005 for $2.5 million and invested about $120,000 in repairs to the electrical system and water pipes besides installing a central air conditioning system, according to city permits. They also installed tiles on the floors, though they did not get a city permit for that.

Duarte-Viera, a lawyer, said he had little involvement in managing the complex and therefore could not answer questions about repairs or the conversion, even though his signature appears on various documents. De la Campa has not responded to multiple calls from el Nuevo Herald in recent weeks.

The documents that Montara Land submitted to the Department of Business and Professional Regulation in Tallahassee indicate that the company deposited $62,000 in special accounts for roof and plumbing repairs as required by state laws.

Apparently, they were not obliged to open a reserve account for other structural repairs, although they had to make monthly payments to the association for each of the 32 condominiums for the general maintenance of the complex. As soon as they sold the condominiums, the responsibility for those payments — between $162 and $222 per month — passed to the new owners.

The Havana Palms unit owners began to notice in 2009 that the floors in some condominiums were sinking. Montara Land began some repairs. Records indicate the work was never completed.

By 2011, after the real estate market plunged, Montara sold the remaining 13 condominiums to investor Constantino Cicchelli for $475,000.

For now, a group of Havana Palms owners is talking to an attorney who has agreed to take their case pro bono. Meanwhile, city officials have asked the owners to present a repair plan for the floors to avoid a mass eviction.

Duarte-Viera said Wednesday that the condo owners should determine the extent of the structural damage and how it started. He added that he is willing to pay for a detailed evaluation.

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Christina Applegate's Gorgeous Wedding Ring

Christina Applegate and longtime boyfriend Martyn Noble said 'I do' on Saturday and now we have a look at the actress' stunning sparkler.

PICS: Most Memorable Celeb Weddings of All-Time

The dazzling diamond ring by Neil Lane completed Applegate's wedding attire along with a gown by Maria Lucia Hohan.

The event took place during a private ceremony at the couple's Los Angeles home. This marks Applegate's second marriage, as she divorced former husband Johnathon Schaech in 2007.

RELATED: Christina Applegate Ties the Knot!

Applegate and Noble share one child together, two-year-old daughter Sadie.

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Hospitals’ handicaps

Comments in the editorial “A Surgical Strike” (Feb. 27) are a gross oversimplification and show a remarkable lack of insight.

Surgical centers provide little or no charity care. They are not required to take care of everyone that comes to their door regardless of ability to pay. In fact, no one arrives at their door uninvited.

They do not provide emergency services. They do not have to stay open nights and weekends. They are subjected to a fraction of the regulatory burden imposed on hospitals.

Patients do not go to these centers because they are better, but because they are directed to them by physicians who also happen to own them. These same physicians direct the uninsured and under-insured to a hospital.

So the surgical center profits enough to run a fancy, clean facility with no bums or drunks in the waiting room. If they have a complication at the center, they transfer the patient to a hospital and go home for the night.

If they don’t make money, they can close without the approval of the state, city, courts, community activists and unions. And you call that competition?

William J. McHugh

Medical Director and

Chief Medical Officer

Trinitas Regional

Medical Center

Elizabeth, NJ

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Don’t get too personal on LinkedIn

Have you ever received a request to connect on LinkedIn from someone you didn’t know or couldn’t remember?

A few weeks ago, Josh Turner encountered this situation. The online request to connect came from a businessman on the opposite coast of the United States. It came with a short introduction that ended with “Let’s go Blues!” a reference to Turner’s favorite hockey team in St. Louis that he had mentioned in his profile. “It was a personal connection … that’s building rapport.”

LinkedIn is known for being the professional social network where members expect you to keep buttoned-down behavior and network online like you would at a business event. With more than 200 million registered users, the site facilitates interaction as a way to boost your stature, gain a potential customer or rub elbows with a future boss.

But unlike most other social networking sites, LinkedIn is all about business — and you need to take special care that you act accordingly. As in any workplace, the right amount of personal information sharing could be the foot in the door, say experts. The wrong amount could slam it closed.

“Anyone in business needs a professional online presence,’’ says Vanessa McGovern, the VP of Business Development for the Global Institute for Travel Entrepreneurs and a consultant to business owners on how to use LinkedIn. But they should also heed LinkedIn etiquette or risk sending the wrong messages.

One of the biggest mistakes, McGovern says is getting too personal — or not personal enough.

Sending a request to connect blindly equates to cold calling and likely will lead nowhere. Instead, it should come with a personal note, an explanation of who you are, where you met, or how the connection can benefit both parties, McGovern explains.

Your profile should get a little personal, too, she says. “Talk about yourself in the first person and add a personal flair — your goals, your passion … make yourself seem human.”

Beyond that, keep your LinkedIn posts, invitations, comments and photos professional, McGovern says.

If you had a hard day at the office or your child just won an award, you may want to share it with your personal network elsewhere — but not on LinkedIn.

“This is not Facebook. Only share what you would share at a professional networking event,” she says.

Another etiquette pitfall on LinkedIn is the hit and run — making a connection and not following up.

At least once a week, Ari Rollnick, a principal in kabookaboo, an integrated marketing agency in Coral Gables, gets a request to connect with someone on LinkedIn that he has never met or heard of before. The person will have no connections in common and share no information about why they want to build a rapport.

“I won’t accept. That’s a lost opportunity for them,” Rollnick says.

He approaches it differently. When Rollnick graduated from Emory with an MBA in 2001, he had a good idea that his classmates would excel in the business world. Now, Rollnick wanted to find out just where they went and reestablish a connection.

With a few clicks, he tracked down dozens of them on LinkedIn, requested a connection, and was back on their radar. Then came the follow-up — letting them know through emails, phone calls and posts that he was creating a two-way street for business exchange. “Rather than make that connection and disappearing , I let them know I wanted to open the door to conversation.”

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Little Havana condo owners get little help as units collapse

When a group of Little Havana condominium owners realized in 2009 that there were serious structural problems in the properties they had just bought, they sought help from several local officials.

They called Miami building inspectors. They wrote letters to the directors of the city and county programs that helped finance their purchases with nearly $1 million in public funds. And they contacted their elected officials to complain about the developers who had sold them the condos.

In November 2010, County Commissioner Bruno Barreiro, whose district the complex is in, offered to try to help convert the zero-to-low-interest loans that eight of the condo owners had received as first-time homebuyers into grants.

But they rejected the offer because it would have required them to stay in their homes for 30 years and they didn’t think they would last that long.

A month ago, the floor in one of the units collapsed. Other owners are having similar problems. The owners want somebody to take responsibility for what happened.

“Who could the county go after? The engineering firms? All the appraisers sent by the banks?” asked Barreiro.

It’s unclear when the floors in the five buildings that make up the Havana Palms complex, 960 SW Second St., began to deteriorate.

Public records show that Montara Land V, LLC — owned by Anibal Duarte-Viera and Gabriel de la Campa — bought the 1946 apartment complex for $2.5 million in 2005. The developers converted the units into condominiums the following year, investing about $120,000 to repair the electric and plumbing systems, as well as installing central air conditioning, according to city permits.

Between December 2006 and March 2009, Montara Land sold 18 of the units to buyers, 14 of whom qualified for government aid for low- to moderate-income first-time homebuyers. The prices of the condominiums dropped as Miami’s real estate bubble burst, but the sales varied from $119,000 for a one-bedroom to $184,000 for two. By 2010, when the real estate market had collapsed, they sold one last condo for $44,000.

Unable to sell the remaining 13 units, Montara Land began to rent some of them out, according to the residents. The developers finally sold the remaining stock to investor Constantino Cicchelli in March 2011 for $475,000, or less than $37,000 per unit. Duarte-Viera and De la Campa shut down their company that September.

The condo owners say that the floors showed signs of deterioration shortly after they moved in. After a 2009 city inspection confirmed problems with the floor joists, Montaramade some repairs, but the work was never completed, according to city records.

Duarte-Viera told El Nuevo Herald said that he remembers that some repairs were made in the complex but said he was unfamiliar with the details.

The owners say they asked the developers to take responsibility for repairing structural damages. When the work didn’t take place, they reached out to government officials for help.

In October 2011, the county offered another solution: It gave the condo owners the option to sell or rent their units before the loans expired. “This waiver has been approved due to the unsafe structural condition of the property and the developer’s non compliance with the city of Miami building codes,” wrote Rubén Arias, the county’s public affairs director.

But the owners also turned down that offer. By then their properties had lost so much value that, even if someone wanted to buy them, the money from the sales would not have been enough to pay off their mortgages. The condos currently have assessed values of between $41,770 and $48,450, according to the county’s property appraiser.

At the city level, the deputy director of Miami’s Community Development Department told the condo owners in November 2011 that he would recommend total or partial pardon of the debts to a committee with authority on such matters. Nine owners received aid from the city government. However, the city could not allow the property owners to participate once again in the first-buyers program as they had requested.

For now, many of the condo owners at Havana Palms say their only recourse is a civil suit. They are unsure who to sue because Montara Land no longer exists. They are considering a suit against the private appraisers sent by the banks or the private engineering firm that conducted a 40-year certified inspection of the complex in 2009 that found the complex structurally sound.

Juana Blandón, one of the few owners who did not receive government aid to buy her condo, is among those in talks with a pro bono attorney. Blandón’s bathroom floor has broken in two and the floors in the rest of the unit feel spongy.

“Maybe we will have to sue the banks, the inspector and all those responsible in order for this to get resolved,” Blandón said. “We have no other choice.”

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Rihanna Obtains Restraining Order From Obsessed Fan

Fearing for her life, Rihanna has filed for and been granted a restraining order from an obsessed fan.

Pics: 10 of Rihanna's Sexiest & Most Scandalous Shots

The singer obtained a temporary order against Steveland Barrow, 31, on Tuesday in Los Angeles Superior Court. According to paperwork acquired by ET, Barrow broke into a residence adjacent to Rihanna's (believing it was hers) where he "removed various items from the home and slept in a bed."

When arrested, Barrow told officers that the songstress had invited him to her home where he had intended to distribute his poetry.

Video: Rihanna & Kate's Sexy V Shoot In Action

A judge is set to determine whether or not the order, which currently prohibits Barrow from coming within 100 yards of Rihanna, should be made permanent during a March 21 hearing.

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Bloomberg’s thirst

Confronted with revelations that his ban on jumbo-size soda is far more extensive than New Yorkers have realized, Mayor Bloomberg showed that his thirst for control remains unquenched: If he can’t impose his preferences on everyone, then the state should do it for him.

His remarks come as restaurants and other food establishments prepare for the day, less than two weeks hence, when they’re banned from serving sugary drinks larger than 16 ounces. But as The Post’s Brad Hamilton and Susan Edelman report this week, Bloomberg’s ban extends to more than just individual drinks.

Reuters

Michael Bloomberg

Take the two-liter soda bottles people often have delivered with their pizzas. Or the large pitchers of soda served at bowling alleys. Or the carafes of mixers served in city bars and nightclubs.

If you buy any of these, Bloomberg’s ban will affect more than your sweet tooth. That two-liter bottle of Coke for your daughter’s birthday you used to pay $3 for? An equal amount of soda will now set you back $7.50.

So what was Mayor Mike’s reaction when The Post asked him about all this? Any objections, he said, are “just made up because somebody on Sunday wants to write a column and they can’t find any news that day.”

And the gaping hole in his plan — the fact that grocery stores and supermarkets will be unaffected by his ban because they’re regulated by the state and not the city? “The state should do exactly the same thing in stores,” said Bloomberg.

In other words, the answer to problems caused by big government is even bigger government.

Have an opinion on this Post editorial? Send it in to LETTERS@NYPOST.COM!

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Miami medicine goes digital

About 10 years ago, Dr. Fleur Sack quit her practice as a family physician to become a hospital department head. Spurring her decision was the need to switch from paper records to electronic ones to keep her private practice profitable. “At that time, it would have cost about $50,000,” Dr. Sack recalled. “It was too expensive and it was too overwhelming.”

But times and technologies changed, and last year, Dr. Sack left her hospital job to restart her medical practice with an affordable system for managing electronic patient records. She agreed to a $5,000 setup fee and a subscription fee of $500 per month for the system. Her investment also qualified her for subsidy money, which the federal government pays in installments, and to date, her subsidy income has paid for the setup fee and about two years of monthly fees. “So far, I’ve got my check for $18,000,” she said. “There’s a total of $44,000 that I can get.”

That kind of cash flow is one reason why so-called EHR software systems for electronic health records have been among the hottest-selling commercial products in the world of information technology. EHR system development is a growth industry in South Florida, too. Life sciences and biotechnology are among the high growth-potential sectors identified by the Beacon Council-led One Community One Goal economic development initiative unveiled in 2012; already, the University of Miami has opened a Health Science Technology Park while Florida International University has launched a healthcare informatics and management systems program in its graduate school of business.

For many young businesses in the area’s IT industry, government incentives are paving the way. The federal government is pushing doctors and hospitals to use electronic health records to cut wasteful spending and improve patient care while protecting patient privacy — sending digital information via encrypted systems, for example, rather than regular email.

Under a 2009 federal law known as the HITECH Act, maximum incentive payments for buying such systems range up to $44,000 for doctors with Medicare patients and up to $63,750 for doctors with Medicaid patients. Hospitals are eligible for larger incentive payments for becoming more paperless. The subsidy program isn’t permanent; eligible professionals must begin receiving payments by 2016. But by then, the federal government will be penalizing doctors and hospitals that take Medicare or Medicaid money without making meaningful use of electronic health records.

“What the government did is, they incentivized, and now they’re going to penalize,” said Andrew Carricarte, president and CEO of IOS Health Systems in Miami, one of the largest South Florida-based vendors of online software service for physician practices. He said insurance companies also may start penalizing physicians for failing to adopt electronic health records because “the commercial payers always follow Medicare and Medicaid.”

It’s all part of the growth story at IOS Health Systems, which has more than 2,000 physicians across the nation using its online EHR system. Carricarte said many of the company’s customers buy their second EHR system from IOS after their first one flopped. “Almost 40 percent of our sales come from customers who had systems and are now switching over to something else,” he said.

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