DS is a 3 month old male triplet born at 30 weeks who presented to the PICU with acute respiratory failure in the setting of bronchiolitis. He has had rhinorrhea for the past week. He has thickened mucous, decreased PO, and developed increased WOB. He was taken to an outside hospital and started on HFNC, antibiotics, and MIFV. Also got a CXR. When the HFNC air flow was reduced from 12L/min to 8L/min, patient suffered L lung collapse. He’s given intrapulmonary percussive ventilation and the lung recovered. Patient is diagnosed to have RSV infection.

1) An RSV infection is a common cold for adults, but it’s a life-threatening emergency for this baby. Why is that? Make sure your answer includes some technical terms such as “resistance” and “bronchoconstriction”.

3) Why does his lung collapse?

3) If you measured this patient’s Tidal Volume, Vital Capacity, Respiratory Rate, and Minute Ventilation under normal conditions and compared them to the those measurements during his illness, how would they compare? Explain.

PICU = pediatric intensive care unit

Bronchiolitis = inflammation of the bronchioles

Rhinorrhea = runny nose

PO = oral intake (it’s the Latin abbreviation)

WOB = work of breathing

HFNC = high flow nasal cannula

MIFV = maintenance intravenous fluids

CXR = chest X-ray

RSV = respiratory syncytial virus

Global Facility Location Assignment

1. Pick any one of these: Wal-Mart retail outlet in East Asia; McDonald’s restaurant in Europe; an international HUB in Asia (other than China) for FedEX; Ford Motor Corporation assembly plant in North America; or Eberly College’s off-shore campus with a partner in Latin America (we have partners in Asia, the Middle East, & Europe).

2. Clearly identify what factors (country-specific as well as region and industry/business specific) you would use in deciding if and where you would locate your facility.

3. Would you use any specific methodology or quantitative tool in your analysis? Discuss.

4. Finally, if you were responsible for making the decision, would you locate the facility in this country or not? Why or why not?

5. DO NOT consider the COVID 19 situation since it is too early to know its impact.

No more than two pages (single- or double-spaced)

Cite any references that you might use on an additional page

Show a map on an additional page.

Rubric

1. Factors identified at country/region levels and business-specific (50%)
   1. Comprehensive
   2. Acceptable
   3. Not clear
2. Methodology or Quantitative tool recommendation (15%)
   1. Ideal
   2. Acceptable
   3. Not pertinent
3. Decision to locate the facility (25%)
   1. Articulated very well
   2. Acceptable
   3. Not convincing
4. Map (10%)

E.    References (Bonus up to 25%!)

Have you ever wondered what happens to your recycled plastics when they are picked up at the curb by the trash truck? It gives everybody a good feeling to recycle, but what if recycling means more trash fees?

Michael Dumper, CEO of Belmont Waste Hauling, recently told citizens of Belmont at a recent Town Council meeting that because of the closure of the closest recycling center, he will now need to haul recycled plastics almost 200 miles to be recycled. Recyclables make up almost 40% of the trash load from Belmont and as a result Belmont Waste Hauling will lose money on hauling recyclables.

The city of Belmont requires all municipal buildings and all newly constructed public buildings to provide recycling containers for use. Belmont Waste Hauling will continue to haul the city’s waste and recycling this year, but the company’s contract with the city expires next June. At that point the city will need to renegotiate a new contract, maybe with a new company.

Many of the larger trash hauling giants are not willing to deal with the many issues involved with recycling plastics and simply bury it in landfills. It takes a lot of money up front to recycle, and they are not willing to lose any amount of profit on any load of trash.

Michael Dumper maintains that he wants to keep the Belmont trash contract. He hopes that with a small increase in fees he can continue to serve the city of Belmont. Competition forces companies to stop recycling programs unless consumers are willing to pay for them, he says. And yes, finding recycling centers that are still sorting and recycling is a challenge, but Michael is not yet conceding defeat and will continue to face the challenge of finding the plants that are still operating.

1. Discuss the reasons some trash haulers dump recyclable plastics into landfills.
2. Explain why aluminum cans are recycled more often than most other recyclables.
3. Give three reasons why it is important to recycle as much as possible.
4. Identify three materials that can be recycled, other than plastic or aluminum, and explain how they are recycled.

John Rigas (founder and CEO of Adelphia Communications Corporation) was an extraordinary man. Throughout his professional career, he was honored for his entrepreneurial achievements and his humanitarian service. Among other awards, he received three honorable doctorate degrees from distinguished universities, was named Entrepreneur of the Year by Rensselaer Polytechnic Institute (his college alma mater) and was inducted into the Cable Television Hall of Fame by Broadcasting and Cable magazine. He worked hard to acquire wealth and status. But a $2.3 billion financial fraud eventually cost Rigas everything. Rigas and his company, Adelphia Communications, started out small. With $72,000 of borrowed money, he began his business career in 1950 by purchasing a movie theater in Coudersport, Pennsylvania. Two years later, he overdrew his bank account to buy the town cable franchise with $300 of his own money. Through risky debt-financing, Rigas continued to acquire assets until, in 1972, he and his brother created Adelphia Communications Corporation. The company grew quickly, eventually becoming the sixth largest cable company in the world with over 5.6 million subscribers. From its inception, Adelphia had always been a family business, owned and operated by the Rigas clan. During the 1990s, the company was run by John Rigas, his three sons, and his son-in-law. Altogether, members of the Rigas family occupied a majority five of the nine seats on Adelphia’s board of directors and held the following positions: John Rigas, CEO and chairman of the board (father); Tim Rigas, CFO and board member (son); Michael Rigas, executive vice president and board member (son); James Rigas, executive vice president and board member (son); Peter Venetis, board member (son-in-law). This family dominance in the company was maintained through stock voting manipulation. The company issued two types of stock: Class A stock, which held one vote each, and Class B stock, which held 10 votes each. When shares of stock were issued, however, the Rigas family kept all Class B shares to themselves, giving them a majority ruling when company voting occurred. With a majority presence on the board of directors and an effectual influence among voting shareholders, the Rigas family was able to control virtually every financial decision made by the company. However, exclusive power led to corruption and fraud. The family established a cash management system, an enormous account of commingled revenues from Adelphia, other Rigas entities, and loan proceeds. Although funds from this account were used throughout all the separate entities, none of their financial statements were ever consolidated. The family members began to dip into the cash management account, using these funds to finance their extravagant lifestyle and to hide their crimes. The company paid $4 million to buy personal shares of Adelphia stock for the family. It paid for Tim Rigas’s $700,000 membership at the Golf Club at Briar’s Creek in South Carolina. With company funds, the family bought three private jets, maintained several vacation homes (in Cancun, Beaver Creek, Hilton Head, and Manhattan), and began construction of a private world-class golf course. In addition, Adelphia financed, with $3 million, the production of Ellen Rigas’s (John Rigas’s daughter) movie Song Catcher. John Rigas was honored for his large charitable contributions. But these contributions also likely came from company proceeds. In the end, the family had racked up approximately $2.3 billion in fraudulent off-balance-sheet loans. The company manipulated its financial statements to conceal the amount of debt it was accumulating. False transactions and phony companies were created to inflate Adelphia’s earnings and to hide its debt. When the family fraud was eventually caught, it resulted in an SEC investigation, a Chapter 11 bankruptcy filing, and multiple indictments and heavy sentences. The perpetrators (namely, John Rigas and his sons) were charged with the following counts: Violation of the RICO Act Breach of fiduciary duties Waste of corporate assets Abuse of control Breach of contract Unjust enrichment Fraudulent conveyance Conversion of corporate assets Until he was convicted of serious fraud, everybody loved John Rigas. He was trusted and respected in the small town of Coudersport and famous for his charitable contributions and ability to make friends. He had become a role model for others to follow. With a movie theater and a $300 cable tower, he had built one of the biggest empires in the history of cable television. From small beginnings, he became a multimillion-dollar family man who stressed good American values. But his goodness only masked the real John Rigas, and in the end, it was his greed and deceit that ultimately cost him and his family everything.

Questions

4.) Based on the facts of the case, do you think this case has led to civil litigation, criminal prosecution, or both? Explain your answer. 5.) Suppose you were an expert witness in this case. What would be some of the facts to which you would pay special attention?

John Rigas (founder and CEO of Adelphia Communications Corporation) was an extraordinary
man. Throughout his professional career, he was honored for his entrepreneurial achievements
and his humanitarian service. Among other awards, he received three honorable doctorate
degrees from distinguished universities, was named Entrepreneur of the Year by Rensselaer
Polytechnic Institute (his college alma mater) and was inducted into the Cable Television Hall of
Fame by Broadcasting and Cable magazine. He worked hard to acquire wealth and status. But a
$2.3 billion financial fraud eventually cost Rigas everything.

Rigas and his company, Adelphia Communications, started out small. With $72,000 of borrowed
money, he began his business career in 1950 by purchasing a movie theater in Coudersport,
Pennsylvania. Two years later, he overdrew his bank account to buy the town cable franchise
with $300 of his own money. Through risky debt-financing, Rigas continued to acquire assets
until, in 1972, he and his brother created Adelphia Communications Corporation. The company
grew quickly, eventually becoming the sixth largest cable company in the world with over 5.6
million subscribers.

From its inception, Adelphia had always been a family business, owned and operated by the
Rigas clan. During the 1990s, the company was run by John Rigas, his three sons, and his son-in-
law. Altogether, members of the Rigas family occupied a majority five of the nine seats on
Adelphia’s board of directors and held the following positions:
John Rigas, CEO and chairman of the board (father); Tim Rigas, CFO and board member (son);
Michael Rigas, executive vice president and board member (son); James Rigas, executive vice
president and board member (son); Peter Venetis, board member (son-in-law).
This family dominance in the company was maintained through stock voting manipulation. The
company issued two types of stock: Class A stock, which held one vote each, and Class B stock,
which held 10 votes each. When shares of stock were issued, however, the Rigas family kept all
Class B shares to themselves, giving them a majority ruling when company voting occurred.
With a majority presence on the board of directors and an effectual influence among voting
shareholders, the Rigas family was able to control virtually every financial decision made by the
company. However, exclusive power led to corruption and fraud. The family established a cash
management system, an enormous account of commingled revenues from Adelphia, other Rigas
entities, and loan proceeds. Although funds from this account were used throughout all the
separate entities, none of their financial statements were ever consolidated.

The family members began to dip into the cash management account, using these funds to
finance their extravagant lifestyle and to hide their crimes. The company paid $4 million to buy
personal shares of Adelphia stock for the family. It paid for Tim Rigas’s $700,000 membership at
the Golf Club at Briar’s Creek in South Carolina. With company funds, the family bought three
private jets, maintained several vacation homes (in Cancun, Beaver Creek, Hilton Head, and
Manhattan), and began construction of a private world-class golf course. In addition, Adelphia
financed, with $3 million, the production of Ellen Rigas’s (John Rigas’s daughter) movie Song
Catcher. John Rigas was honored for his large charitable contributions. But these contributions
also likely came from company proceeds.

In the end, the family had racked up approximately $2.3 billion in fraudulent off-balance-sheet
loans. The company manipulated its financial statements to conceal the amount of debt it was
accumulating. False transactions and phony companies were created to inflate Adelphia’s
earnings and to hide its debt. When the family fraud was eventually caught, it resulted in an SEC
investigation, a Chapter 11 bankruptcy filing, and multiple indictments and heavy sentences. The
perpetrators (namely, John Rigas and his sons) were charged with the following counts:

Violation of the RICO Act

Breach of fiduciary duties

Waste of corporate assets

Abuse of control

Breach of contract

Unjust enrichment

Fraudulent conveyance

Conversion of corporate assets

Until he was convicted of serious fraud, everybody loved John Rigas. He was trusted and respected in the small town of Coudersport and famous for his charitable contributions and abilityto make friends. He had become a role model for others to follow. With a movie theater and a $300 cable tower, he had built one of the biggest empires in the history of cable television. From small beginnings, he became a multimillion-dollar family man who stressed good American values. But his goodness only masked the real John Rigas, and in the end, it was his greed and deceit that ultimately cost him and his family everything.

One unintended consequence of giving public schools incentives for their students to do well on standardized tests is that it may lead to "teaching to the test" at the expense of teaching subjects that are not tested. If the standardized exams given by the state test reading comprehension and mathematics, would you expect these teaching distortions to be the same at the elementary and high school level? Explain.

Research shows that children from lower socioeconomic backgrounds come to school with fewer words in their repertoire than same aged peers from higher socioeconomic backgrounds. Therefore intentional and explicit vocabulary instruction is important in every unit. How will you present and reinforce scientific language (vocabulary) in your instruction in a variety of ways?

​It's believed that as many as 23​% of adults over 50 never graduated from high school. We wish to see if this percentage is the same among the 25 to 30 age group. What sample size would allow us to increase our confidence level to​ 95% while reducing the margin of error to only 2​%?

Develop a presentation outlining a physical activity plan for populations with a medical/physical limitation, or populations in a specific setting (e.g. public school system). Background information regarding the population and how you will assess the group will be presented. One activity plan specific to the population chosen will be presented. Health benefits of the exercise plan for the population will be reviewed.