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Total return The intersection of low event risk (0 3 standard deviations of price risk), doubleA credit risk, and a slightly positive total return
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FIGURE 5.25 Bayes predictive density using slice sampling for the reversible illness death model.
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Here are 13 crucial terms that must be negotiated in every real estate option agreement: 1. Purchase price of the real estate option: Negotiate a real estate option fee that does not exceed 5 percent of the property s current market value. 2. Credit for cleaning up the property: Obtain a $500 cleaning credit, to be applied toward the option fee, for cleaning up the property. 3. Credit for the real estate option fee paid: Require that the full amount of the option fee be credited toward the purchase price when the option is exercised. 4. Length of the real estate option period: Negotiate a 6- to 12-month option. 5. Fixed purchase price of the property: Negotiate the fixed purchase price of the property to include the amount of the down payment to be paid and how the purchase is to be financed. 6. Right to extend the real estate option period: Obtain the right to extend the option period for two 3- to 6-month periods, to include the cost of each extension period.
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This section presents the performance of a few applications over HSPA radio networks. The following are considered here: web browsing, TCP performance in general, push-totalk and Voice-over-IP (VoIP), real time gaming, mobile TV streaming and push e-mail.
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Using cabbages again as an example, imagine that a farmer named Babbage likes to grow cabbage. In Figure 8-5, we graph Mr Babbage s supply of cabbages and label that supply as S.
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we would not only ensure that Craig was included in major decisions by the CEO but would position him as the potential successor to Jim McNulty. On January 1, 2004, Craig Donohue actually became chief executive of cer of the CME, replacing Jim McNulty. As I had learned rsthand throughout the years of working with Craig, con rmed by the unparalleled experience of our successful corporate coup, Craig Donohue possessed a combination of legal, strategic planning, technological, and business-development skills that were perfect for the Exchange we were planning. His intellect, experience, and temperament were ideal for the eventual CEO slot we had in mind from the beginning. He received his Juris Doctor degree from my alma mater, John Marshall Law School, in 1987, a Master of Law in Financial Services Regulation from Kent College of Law in 1989, and completed his studies with a Master of Management from the Kellogg Graduate School of Management in 1995. He had a brief legal stay at the law rm of McBride, Baker & Coles before becoming a staff attorney for the CME in 1989. At the Merc, Craig s experience included every facet of Exchange operations, people skills, and international competition. When combined with his instinctive ability to assess business opportunities, it offered us a chief executive of cer candidate who was right out of Central Casting. As history is witness, our expectations were rewarded. In my opinion, based on four decades of futures markets development, Craig Donohue became the very best CEO that any futures exchange could hope for. I seriously doubt that the CME could have achieved everything it did during his time in of ce without Craig at the helm. Our personal relationship quickly evolved into an intellectual bond and close friendship that has lasted to this very day. A new day had dawned. In our collective minds, we had saved the institution. And we did it without any personal monetary gain, which in today s nancial landscape must seem impossible. Both Terry Duffy and I turned down the offer to receive any stock options or the like which was awarded to senior level CME management. Although few deserved an award more than the two of us, we both privately agreed that at the time it didn t seem proper. We reasoned if the CME were successful, we would eventually be rewarded. With the advantage of historical hindsight, our achievements the electri cation of CME markets, our rebuff of international competitors, our merger with the CBOT and NYMEX, our number-one status in the world of futures, and our awless performance during the current nancial crisis more than validate our bold action. We accomplished what I daresay few believed we could. Indeed, most informed observers, including Jerry Salzman and Phupinder Gill, gave long odds against us being successful. Even Craig Donohue admitted to me that until it actually happened, he was never quite certain it would. Some of us were certain. In fact, Bill Shepard told me that in order to spare Scott the embarrassment of losing, he had asked a mutual friend to tell Scott to withdraw his
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cheap; if it is cheap and quick, it is not good; and if it is cheap and good, it is not quick. Thus do most forensic professionals in organizations face their daily tasks: they are asked to perform important tasks in a timely fashion with limited resources. So, too, the profession. If we, in fact, have a $600 billion annual problem on our hands, we are going to require something a good bit more rigorous and substantive than we have now. The question, again, is where does it come from Organizations may also have a sort of mental disconnect when it comes to spending money in areas with which they are not familiar. The firm of Booz Allen Hamilton conducted a survey of 72 CEOs of companies with more than a billion dollars in annual revenue after the terrorist attacks of September 11th. Among other things they found that while 80 percent of them believed that corporate security was more important than before, fully one-third did not anticipate substantial increases in spending for their corporate security functions. They further found that 72 percent of these executives did not believe that the quality of their companies security function was more important to customers after the attacks than it was before. Booz Allen officials were reported to have been surprised by these findings with one, Vice President Mark Gerencser, noting: Corporate security is now a strategic issue that can no longer be delegated. 1 In terms of how organizations perceive workplace fraud and their resource response to it, the Institute of Management and Administration/Institute of Internal Auditors 1999 Business Fraud Survey may be unfortunately instructive. Carpenter and Mahoney commented on these findings as follows:
Rapids Community School District v. Garret F., a case concerning a ventilator-dependent student who required continuous, one-on-one nursing services to remain in school. Contrary to previous lower court rulings, the Supreme Court held that the school must provide full-time nursing services if such services are necessary for a child with a disability to benefit from special education. The Court reiterated Tatro in stating that schools are not responsible for services that must be performed by a physician but made clear that the nursing services a child needs to benefit from special education must be provided without regard to cost to the school. Another question that arises under the related services provision of IDEA-Part B is, When is the school responsible for the cost of psychotherapy as a related service Counseling services identified as related services in the regulations include services provided by qualified social workers, psychologists, guidance counselors, and other qualified personnel (34 C.F.R. 300.24). Psychological services include, Planning and managing a program of psychological services, including psychological counseling for children and parents (34 C.F.R. 300.24). Schools are required to provide these services at no cost to the parent when they are included in the child s IEP. However, more difficult questions have arisen with regard to psychotherapy provided by a physician (i.e., psychiatric treatment) and that provided in a residential facility. Court rulings on these issues have been inconsistent (Turnbull & Turnbull, 2000). In Darlene L. v. Illinois State Board of Education (1983), the court ruled that states may properly consider psychiatric services as medical services and therefore not related services which the state must provide as part of a free appropriate education (p. 1345). The court in this case saw the cost of psychiatric treatment as overly burdensome to the schools. In another case, however, the court ruled that psychotherapy provided by a psychiatrist does not automatically mean that the service is a medical service. In Max M. v. Thompson (1984), the court held, The simple fact that a service could be or actually is rendered by a physician rather than a non-physician does not dictate its removal from the list of required services under EAHCA [IDEA] (p. 1444). The court went on to say that the limit to psychiatric services is cost: [A] school board can be held liable for no more than the cost of the service as provided by the minimum level health care personnel recognized as competent to perform the related service (p. 1444). Thus, this ruling suggests that in states where a psychologist or social worker is recognized as competent to provide psychotherapy, the school is responsible only for the amount it would cost for a psychologist or social worker to perform the service. Whether the school is responsible for the cost of psychotherapy when a pupil is placed in a residential facility also has been addressed by the courts. The key issue in these cases appears to be whether the psychotherapy
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