You have a tax client who is a single taxpayer and has one child, age 3. Your client plans on sending to the child to private elementary, middle, and high school. He also plans on paying as much as he can for the child’s college education. Provide a paragraph explanation, directed to your client, advising him on information related to a Section 529 account. Use specific numerical examples in your explanation.

1. Anaximander is usually included amongst the Milesians for some obvious reasons; he lived in Miletus, and he was in conversation with other Milesian figures such as Thales and Anaxemines. At the same time, he seems to stick out as unique amongst the Milesians, particularly with respect to the description of the Milesian school as characterized by “material monism.” Explain the appeal of both sides of this issue, why one might include and alternatively hesitate to include Anaximander amongst the material monists.

I need some assistance with explaining how an analysis of Averages is used in any way by any professional Sports Team to improve the performance of the team. I need to include a few examples of a professional sports team would be baseball, soccer, and ice hockey, but no discussion of school or non-professional sports teams.

At least a large part of my answer should be an explanation of how that concept is applied to the company specified in the above question.

1. Discuss 3 Taking Tests success strategies that you will incorporate.
How do you plan on implementing this information in school and in life situations?

2. What are some of the many ways that your values, actions, behaviors, and beliefs have been tested and evaluated in life?

3. Define what integrity means for you.

4. What do you see as the reason for the unique role of integrity within the academic community?

The following relations are part of a school database:

STUDENT(STUD#, STUD_NAME, MAJOR, YEAR, GPA)

TEACHER(FACULTY#, DEPT, TEACHERNAME)

ENROLLMENT(STUD#, COURSE#, GRADE)

RESPONSIBILITY(FACULTY#, COURSE#)

Using PROJECT, SELECT and JOIN, write the sequence of operations to answer each of the following questions:

What are the names of teachers who are responsible for courses in which students whose name is 'JONES' are enrolled?

Use relational Algebra and relational calculus for this question.

Acquisition Case Study

Company A's board of directors has agreed to a $12,7 billion buyout of the company by two private equity firms, sources told the media on Monday. Comapny A has struck an agreement in principle for PE Fund 1 and Fund 2 to buy all 150 million outstanding shares of Company A for $85 a share in an all cash deal, the sources said.

Final details of the transaction are being hammered out, and the deal could be in place by the opening bell of the NYSE today, a source said. "The price was agreed upon last week," a source said. "The details of the transaction are holding this up. This is a very complicated transaction." Sources said issues such as timing of the stock purchase and dates for closing the transaction were some of the points holding up an announcement. The deal would have to be approved by regulators in the 13 states where Company A operates and has distribution centers, including California and New Jersey.

Representatives of Company A and the private equity firms would not confirm the existence of an agreement Monday. Company A spokesman Mr. Smith on Monday said he could not comment on "market speculation." The media reported the offer earlier Sunday. California's regulators are notified ahead of time by licensees of a potential change in ownership. As of Monday afternoon, members of the licensing committee had not received any word about the Comapny A deal being finalized.
At $12.7 billion, the potenitial deal would rank as the sixth-largest private equity buyout ever, media news said, and would be the largest such transaction for a distribution company.

A committee of Company A board members and representatives and the private equity firms negotiated the terms of the agreement over two days last week in New York. The sides met again Sunday in New York and were reportedly continuing to negotiate on Monda. When the MSNBC announced the news of the deal Monday, shares of Company A jumped on the New York Stock Exchange. By the end of trading, Company A stock price gained $2.68, 3.37 percent, to close at $72.18. Almost 15 million Company A shares were traded during the session, more than four times the average daily volume.

Company A runs distribution centers in 13 states under brands such as Axis, Bruno and Colosus. The company owns the other bottling rights and operates centers in Canada and Spain. Company A has development deals in such countries as Columbia and Slovenia and has a deal to buy United Kingdom distribution hubs London Center International.

In 2010, Company A reportedearnings of $430.3 million on revenue of $7.1 billion. It's projected to make $504 million next year. The company has a market capitalization of almost $10.8 billion. The private equity groups bid $76 a share on Oct. 2 for Company A, reportedly kicking up the offer to $78.50 a share about 10 days later. A special board committee, composed of the non-management board members, began considering the offer.

News of an impending deal for Company A was good for shares of another distribution centers. Company X, which had been bidding against the private equity groups for control of Company A, had its stock price climb $3.08, 8.1 percent, on the Nasdaq National Market to close at $31.24. Company X reportedly had submitted a cash and stock bid of $83.50 a share for Company A.

UBS analyst Adam, in a note to investors Monday, said he did not support the regional operator bidding on Company A. Company X has 16 distribution centers in 12 states. "We were not in favor of the company purchasing Company A given the steep price tag and the number of shares that would have to be issued by Company X to consummate the transaction," Adam said. "Through this process, we believe that Company X has obtained a head start on other companies that would be interested in acquiring some of Company A assets, which might be divested following the privatization." Adam would not rule out Company X operation a similarty styled centers. "Company X sent a powerful message to the investment community that it is prepared to become very active in further industry consolidation and is serious in its pursuit of a presence in California and New Jersey." Adam said. "Comapny X has reached its current size through prudent acquisitions, which have delivered value to shareholders."

Company X could be in the market for other similar companies that do not have shares concentrated in a single person or family, analysts said. That ruled out companies such as Company Y and Company Z. "We believe other small-cap companies could now become potential candidateds for acquisition by Company X." Adam said. "These companies include Company E, which we view as a smaller version of Company A and which has very little overlap with Company X."

PE Fund B founding partner Jack was the fomer co-head of corporate finance at now-defunct Total Finance Inc., the top underwriter of high-yield corporate debt before collapsing in 1980. Jack, 55, founded PE Fund B that year and has mede equity investments of more that $16 billion. PE Fund A created the nation's second-biggest buyout fund this year, raising $10 billion. The firm has raised more than $18 billion through six funds in the 12 years since it was founded by Dan, Joel and Bill. It has invested in about 75 companies.

At $85 a share, PE Fund A and PE Fund B would be paying less for Company A earnings than what Company Y's or Company Z's profits are worth on the stock market. Company A is being valued at 21.4 times projected 2011 earnings, based on the average estimate of 18 analysts surveyed by Bloomberg. That compares with a 24.6 ratio for Company Z and 50.7 for Company Y. At last week's stock market price, according to Bloomberg data.

QUESTIONS:
1. Background information of the deal
2. Potential opportunity
3. Potential issue
4. Your reasoning of why X made a bid for A
5. Your reasoning of why UBS is against X' bid of A

You have been recruited by a former classmate, Susanna Wu, to join the finance team of a company that she founded recently. The company produces a unique product line of hypoallergenic cosmetics and relies for its success on an aggressive marketing program. The company is in a start-up phase and therefore has no significant history of expenses and revenues upon which to rely for budgeting and planning purposes. Given the restriction on available funds (most of the available capital has been used for new-product development and to recruit a management team), the control of costs, including marketing costs, is thought by the management team to be essential for the short-term viability of the company.

You have held a number of intensive discussions with Susanna and John Thompson, director of marketing for the firm. They have asked you to prepare an estimated budget for marketing expenses for a month of operations.

You are provided with the following data, which represent average actual monthly costs over the past three months:

Your discussions with John and Susanna indicate the following assumptions and anticipated changes regarding monthly marketing expenses for the coming year:

• Sales volume, because of aggressive marketing, should increase by 14%.
• To meet competitive pressures, sales prices are expected to decrease by 7%.
• Sales commissions are based on a percentage of sales revenue.
• Sales staff salaries, because of a new hire, will increase by 14%, regardless of sales volume.
• Because of recent industrywide factors, rates for telephone and mailing costs, as well as delivery charges, are expected to increase by 10%. However, both of these categories of costs are variable with sales volume.
• Rent on the office building is based on a 2-year lease, with 18 months remaining on the original lease.
• Gas utility costs are largely independent of changes in sales volume. However, because of industrywide disruptions in supply, these costs are expected to increase by 15%, regardless of changes in sales volume.
• Depreciation on the office furniture used by members of the sales staff should increase because of new equipment that will be acquired. The planned cost for this equipment is $25,200, which will be depreciated using the straight-line (SL) method, with no salvage value, over a 3-year useful life.
• Because of competitive pressure, the company plans to increase the cost of marketing consultants by $5,000 per month.

Required:

1. Based on the preceding information, what is the percentage change, by line item and in total, for items in your budget?

2. The management team is worried about the short-term financial position of the new company. Given the strain on available cash, the president has expressed a desire to keep marketing expenses over the next few months to a maximum of $382,000. Discussions with the marketing department indicate that telephone and mailing costs are the only category, in the short run, that can reasonably bear the planned-for reduction in marketing costs. The budget you have prepared includes an assumed 10% increase in telephone and mailing costs. What must this percentage change (positive or negative) be in order to achieve targeted monthly marketing costs? (Hint: The Goal Seek function in Excel can be used to calculate the percentage changes, which can be found under Data, then What-If Analysis.)

As part of his internship, Trey is working night intake at a psychiatric hospital in a medium-sized college town. It's been pretty quiet all evening until a little after 1 a.m. when he hears shouting in the outer hallway.

Trey looks at Lisa, his fellow student intern, who says, "What's going on out there?"

A moment later the doors burst open, and a young man, who looks about 18 years old, is escorted into the intake desk. He is agitated and has tears on his face, but he is not showing signs of violence or aggression, beyond the brief shouting he did out in the hallway.

He plunks himself down in the chair across from the intake desk and buries his face in his hands, rocking slightly and moaning. He has a slight body odor and is perspiring heavily.

"He's all yours," Lisa whispers.

Trey ignores her and moves quickly to the intake desk. Lisa runs off to find the supervising nurse, who has gone on break.

"Hey there," Trey says calmly, bending over to look into the patient's eyes. "I'm Trey. What's up?"

He is almost surprised when the patient stops rocking, sits up, and lowers his hands. "Hey," he says quietly. "I'm Matt, and this is hell, dude."

"Not quite," Trey smiles. "I'm here to help. Can you tell me what's happened?"

"I'm going all to pieces," Matt says, "little screws and bolts and debris flying off everywhere."

Trey says nothing; he just waits.

"I had kind of a breakdown in my dorm," Matt says. "I threw my laptop out the window."

"Ooh, that's rough. Bad night, huh?"

"Bad week, bad month, bad year, bad bad life. Bad badbadbadbadbadbadbad BA-A-A-AD."

"What happened?"

"Where you wanna start?"

In fits and starts, Matt conveys small clues that hint at his story.

Matt has always been a "nerd," he says, according to his older brothers. As a child, he often withdrew from playgroups at school to play on his own. In isolation, he has always managed to perform well academically, but in group work or group assignments, he has tended to resort to outbursts and a refusal to participate. He says he has always been awkward in social situations and has always found it hard to carry on "a good, rewarding conversation."

"And I'm freakin' clumsy. Klutzy. A klutz," he says, looking everywhere but at Trey. "I'm the opposite of an athlete, the opposite of my brothers."

Although his speech is frequently eccentric, Matt manages to convey a very brief picture of how, because of his withdrawal, negative thoughts, and social awkwardness, people tend to leave him on his own, both at large extended family gatherings or social functions in his family's community and place of worship.

In his senior year of high school, Matt's grades and SAT scores gained him entrance to a leading Midwest university-despite his disruptive problems.

Matt had been looking forward to going away to school, hoping that part of his problems "fitting in" had to do with his family's "obscenely proper prominence" in the community, and his older brothers' "super-dude images, which," he says, "I will never live up to."

"At the same time," he says during intake, "I was also pretty nervous, pretty stressed, pretty freaked out, pretty freaky."

In his first week of college, Matt found orientation week "disorienting," he jokes with a slight smile. "Orientation disoriented me. It dissed me. I got dissed. There were people everywhere, like climbing-the-walls-and-on-top-of-you everywhere."

Except when Trey first initiated a conversation, Matt, for the most part, has worked to avoid eye contact and continually bounces his left leg nervously. He is gripping the arms of his chair and looks as if he's about to fly right out of it.

"My roommate is a jock," he says. "Jocular jock. Oh, Jocularity, wouldn't you know they'd put me with a jocular-not-so-very-jocular-jock. They plan that stuff, you know. Just to keep me from escaping, from making a fresh start. Guy's a jerk, and now, here I am." He grins and expands his arms, gesturing the psychiatric ward around him.

"And now here I am, just 8 weeks into my first semester away from home, and I've just been admitted for totally breaking down, shooting laptop missiles from the second freakin' floor. They win."

1. If Matt is truly suspected of having newly diagnosed or recent-onset schizophrenia, should Trey be letting the conversation focus so much on Matt's childhood? Where might intake or assessment be best focused?
2. Based on this initial phase of Matt's intake interview alone, what symptoms are already suggested in his behavior that would be significant in terms of potential psychosis or schizophrenia?

Sparky’s Electrical Supply

Frank Newman had been an electrician for over twenty years and was anxious to do something where he didn’t have to work in attics or crawl spaces any more. He had worked for both big and small firms and one thing that he had noticed was that large firms always had their own inventory of supplies, but small firms were always having to go out and buy things because they couldn’t afford, and didn’t want, to have a lot of extra things laying around that they weren’t using. Essentially, the small firms were buying supplies as they were needed for each job. And Frank (whose nickname was Sparky due to an unfortunate accident very early in his training) wanted to be the one to sell the supplies to these small electrical contractors. The town where Frank lived and worked was a moderate size (about 90,000) that was on a steady growth rate with new businesses coming in and housing being built. There were two of the big DIY-type stores, but Frank knew that the average small electrical contractor didn’t use them that much for supplies. Even though the prices for materials was good, the process of buying could take a long time and the purchase had to be paid for right away rather than on a trade account which could be paid once a month. There was only one electrical supply store in town currently, and it was on the west side, while a lot of growth has been on the east side. Frank had saved up $50,000 in a retirement account which he could use to start his own business. He has been talking to a bank about getting a loan to open his new store and the loan officer was quite positive about the possibility of a loan, but she told Frank the bank would need a pro forma income statement and balance sheet to see what his loan needs would be and whether it looked like the business would be successful enough to pay back the loan. The loan officer also reminded Frank that even though the bank wanted this information, the loan would still be one made to Frank personally, so he would be responsible for the payments, even if the business were not successful. Income Statement The SBA office in Frank’s town helped him find some information online that would help Frank develop the two statements that the bank needed in order to review a loan application. Based on the size of the store that Frank was considering opening the annual sales should be about $525,000. The cost of good sold (COGS) for these sales would be 59% and the turnover rate for the inventory should be about 4.5 times a year. So now Frank had enough information to get to the Gross Margin line on the income statement (Sales — COGS = Gross Margin), but the bank was going to want to see the bottom line, or Net Profit Margin, before it would approve a loan. The Operating Expenses would include things like rent, utilities, labor, phone, marketing, insurance, repairs and maintenance, licenses, everything that Frank would have to pay for in order to run the business. He got estimates for everything and it came up to $137,500. So now he could complete the income statement. Balance Sheet For the balance sheet, Frank estimated that the furniture and fixtures for the store would only be $25,000. Add another $5,000 in for a computer system and $1,000 for a software system for billing. The sign out front would be about $3,000, and there was probably going to be about $1,000 in miscellaneous other fixed assets he would have to purchase. The current assets would only be his inventory and cash. The inventory would be easy since it is just the COGS from the income statement divided by his turnover rate. For the cash level the bank had suggested taking his annual operating expenses and dividing that figure by his turnover rate also. It made good sense to him since that way there would be enough cash to cover all the expenses until the inventory had turned over at least once. The other half of the balance sheet was where Frank was struggling a little to figure it out. He knew that the owner’s equity would be the $50,000 that he was investing. And he knew that he was only going to be able to get 50% of his opening inventory level on credit, so that amount would be his initial accounts payable. This essentially meant that whatever value was necessary to make the liabilities and owner’s equity balance will the total assets would be the loan value he would have to ask for.

   •   Prepare both the pro forma income statement and the pro forma balance sheet for Sparky.

   •   What is the amount of a loan that Frank will need from the bank?

   •   Assume that the bank says Frank can have the money and would like to work with him on the type of debt that he will be incurring. The bank says he can have it as a line of credit (see footnote) at 5% interest, a short term loan of two years at 7% interest, or a five year loan at 10% interest, or a combination of these types of loans. What would you suggest and why? And remember that since Frank is a sole proprietor, he does not get a paycheck but is instead pay from the profits of the store, which also has to be used to pay back the loan.

1.What kind of security methods are in place for entering school campus, halls, offices and other sensitive areas especially this pandemic crisis situation?
What is the University’s approach to student and protocols requirement in entering the campus?

2.Students enrolled online this semester should also determine how to best connect with instructors. Are classes run by full-time professors, adjunct instructors or teaching assistants? That may vary by class. And how accessible are those instructors?

3.It’s a good idea for students to understand how to easily get in touch with advisers, pick majors and change classes. Students should ask about the student-to-adviser ratio, if there are early alert systems that can flag slumping academic achievement for advisers, how long advising sessions are, how advising differs by year in school, and whether students need to make an appointment or can pop in for a quick advising session.

4.Know how your school can help prepare you for the workforce. Incoming students should ask exactly that and find out how the university’s career services office works and how to use it. What kind of resources are available to help students find jobs? Are there placement opportunities and internships? How might the career services office help a freshman compared with a senior? Are there mentorship opportunities available?

5.Learn how to get involved on campus. Much of college life happens outside of the classroom. The decisions a student makes such as clubs to join and activities to pursue can greatly shape his or her college experience. That means incoming freshman will want to ask about opportunities to engage on their areas of interest and the types of first-year or so experiences available to them. But students shouldn’t feel left out if they are studying online, as many will be this semester due to COVID-19. Remote students can connect with peers through discussion boards, social media and online clubs, if available, which is also a worthwhile topic to ask about