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Millicom adds mobile to its cable footprint with acquisition of Telefónica's operations in Panama, Costa Rica and Nicaragua
/EIN News/ -- Millicom adds mobile to its cable footprint with acquisition of Telefónica's operations in Panama, Costa Rica and Nicaragua
Millicom is paying $1.65 billion to acquire leading mobile assets that complement Millicom's cable operations in Panama, Costa Rica, and Nicaragua.
Upon completion, Millicom will have cable and mobile in all of the Latam markets where it operates, consistent with the company's fixed-mobile convergence strategy.
The transaction solidifies Millicom's leadership position in Central America and further diversifies and balances Millicom's geographical footprint.
The aggregate purchase price implies a multiple of 6.8x 2018 Combined Adjusted EBITDA1 and 10.1x Combined OCF (Adjusted EBITDA less capex).
Significant expected annual opex and capex synergies, implying post-synergy valuation multiples of 5.8x Adjusted EBITDA and 8.3x OCF.
Completion is anticipated in H2 2019, subject to regulatory approvals.
Luxembourg, February 20th 2019 – Millicom International Cellular S.A. ("Millicom" or "the Company") announced today it has entered into agreements with Telefónica S.A. and certain of its affiliates ("Telefonica"), to acquire the entire share capital of Telefónica Móviles Panamá, S.A., Telefónica de Costa Rica TC, S.A. (and its wholly owned subsidiary, Telefónica Gestión de Infraestructura y Sistemas de Costa Rica, S.A.) and Telefonía Celular de Nicaragua, S.A. (together, "Telefonica CAM") for a combined enterprise value of $1,650 million (the "Transaction") payable in cash. The Transaction is subject to customary closing conditions, including regulatory approval in each market, and closings are expected during H2 2019.
Telefonica CAM is the mobile market leader in Panama and Nicaragua and the second largest mobile provider in Costa Rica, with about 8.7 million total customers. Millicom currently controls and operates cable networks in all three countries, and as such the Transaction represents a perfect complement to Millicom's existing operations. It reinforces Millicom's market leadership in Central America and builds on its recent acquisition of Cable Onda, the leading cable operator in Panama.
In addition, the Transaction significantly expands Millicom's operations in each of the three countries and will thus further diversify and balance the company's geographic footprint and sources of cash flow.
For the 2015-2018 period, Telefonica CAM revenue and Adjusted EBITDA have grown at CAGRs of approximately 4% and 11%, respectively, in US dollar terms. In 2018, Telefonica CAM generated revenue of $709 million and Adjusted EBITDA of approximately $243 million. Capex for the same period totalled $79 million, such that OCF (Adjusted EBITDA less Capex) was approximately $164 million.
The aggregate purchase price implies a multiple of 6.8x 2018 Combined Adjusted EBITDA and 10.1x Combined OCF, whilst on a post-synergy basis it implies 5.8x 2018 Combined Adjusted EBITDA and 8.3x Combined OCF based on cost and capex synergies.
Millicom expects to generate annual run-rate opex and capex synergies of $35-50 million, equivalent to an NPV of approximately $290 million. The projected opex and capex synergies are expected to be largely realized by 2021 and fully realized by 2023 and would stem primarily from: (1) network and IT integration benefits, (2) rationalization of sales, distribution and branding, (3) optimization of support functions, (4) procurement savings from increased scale, and (5) in-market fiber backhaul capabilities. In order to achieve these synergies, Millicom expects to incur pre-tax integration costs over the first two years of approximately $100 million.
In addition, Millicom has identified potential revenue synergies equivalent to an additional NPV of approximately $250 million stemming mostly from cross-selling mobile products to Millicom's existing cable customers and cross-selling cable services to Telefonica's mobile customers, as well as increased revenue from lower customer churn resulting from a growing proportion of sales made on a bundled basis.
Mauricio Ramos, CEO of Millicom said "This significant investment of market leading mobile operations will make our combined businesses even stronger. We are acquiring the #1 mobile operator in Panama and in Nicaragua and the #2 mobile operator in Costa Rica. As a result, we now have both fixed and mobile in every market we operate in Latin America. The transaction gives us full in-market scale and the benefits of significant synergies. Furthermore, together with our earlier acquisition of Cable Onda in Panama we are reshaping the industry landscape in Central America, paving the way for a healthy investment environment to help fulfil our purpose of building the digital highways that will connect our people and develop our communities in these countries."
Key country highlights:
#1 mobile operator in a four-player market with 1.6 million customers
4G network covers 74% of population
Revenue and Adjusted EBITDA CAGRs of approximately 4% and 7%, respectively, in 2015-2018, in US dollar terms
2018 revenue of $223 million and Adjusted EBITDA of $90 million, resulting in a margin near 41%
Dollarized economy and investment grade country increasing Millicom's US dollar revenue sources
#2 mobile operator in a three-player market with 2.4 million customers
Revenue CAGR of approximately 13% in 2015-2018, in US dollar terms, drove much faster EBITDA growth over the period
2018 revenue of $253 million and EBITDA of $60 million, resulting in a margin near 24%
#1 mobile operator in a two-player market with 4.7 million customers
4G network covers 51% of the population
Revenue has declined at a 2.5% CAGR in US dollar terms in 2015-2018, due in part to a weaker currency and to slower overall economic activity
2018 revenue of $232 million, nearly 50% of which are denominated in US dollars, and Adjusted EBITDA of $92 million, resulting in a margin near 40%
Millicom has secured bridge funding commitments to finance the acquisition, and the bridge will be refinanced predominantly with the issuance of new debt by Millicom and its operating subsidiaries. Pro forma for the Transaction, Millicom's proportionate net debt to Adjusted EBITDA2 would increase to approximately 3.0x from 2.5x reported as of December 31st 2018. Millicom management remains committed to maintaining a healthy balance sheet and to reducing leverage toward its stated medium-term target of 2.0x.
Goldman Sachs & Co. LLC and Morgan Stanley & Co. International acted as financial advisors to Millicom for the Transaction.
Millicom management will host a conference call for the global financial community on February 20th, 2019 at 10:30pm (Luxembourg/Stockholm) / 9:30pm (London) / 4:30pm (Miami). Presentation slides are available on the company's website at: www.millicom.com/investors.
Dial-in information:
Sweden: +46 (0)8 5069-2180, Luxembourg: +352 2786-0515, UK: +44 (0)844 571 8892, US: +1 631 510-7495
The access code is: 9777319
A replay of the call will be available for 7 days at:
Std. International: +44 (0) 333 300 9785, UK: +44 (0) 844 571-8951, US: +1 917 677-7532
Replay passcode is: 9777319
For further information, please contact
Vivian Kobeh, Corporate Communications Director
press@millicom.com Investors:
Michel Morin, VP Investor Relations
investors@millicom.com
Mauricio Pinzon, Investor Relations Manager Tel: +44 20 3249 2460
About Millicom
Millicom (NASDAQ U.S.: TIGO, Nasdaq Stockholm: TIGO_SDB) is a leading provider of cable and mobile services dedicated to emerging markets in Latin America and Africa. Millicom sets the pace when it comes to providing high-speed broadband and innovation around The Digital Lifestyle services through its principal brand, TIGO. As of December 31st 2018, Millicom operating subsidiaries and joint ventures employed more than 21,000 people and provided mobile services to approximately 48 million customers, with a cable footprint of more than 11 million homes passed. Founded in 1992, Millicom International Cellular SA is headquartered in Luxembourg.
This information was prior to this release inside information and is information that Millicom is obliged to make public pursuant to the EU Market Abuse Regulation. This information was submitted for publication, through the agency of the contact person set out above, at 22:06 CET on February 20th, 2019.
Statements included herein that are not historical facts, including without limitation statements concerning future strategy, plans, objectives, expectations and intentions, projected financial results, liquidity, growth and prospects, are forward-looking statements. Such forward-looking statements involve a number of risks and uncertainties and are subject to change at any time. This includes, but is not limited to, Millicom's expectation and ability to pay semi-annual cash dividends on its common stock in the future, subject to the determination by the Board of Directors, and based on an evaluation of company earnings, financial condition and requirements, business conditions, capital allocation determinations and other factors, risks and uncertainties. In the event such risks or uncertainties materialize, Millicom's results could be materially adversely affected. The risks and uncertainties include, but are not limited to, the following:
·Global economic conditions and foreign exchange rate fluctuations as well as local economic conditions in the markets we serve;
·Telecommunications usage levels, including traffic and customer growth;
·Competitive forces, including pricing pressures, the ability to connect to other operators' networks and our ability to retain market share in the face of competition from existing and new market entrants as well as industry consolidation;
·Legal or regulatory developments and changes, or changes in governmental policy, including with respect to the availability of spectrum and licenses, the level of tariffs, tax matters, the terms of interconnection, customer access and international settlement arrangements;
·Adverse legal or regulatory disputes or proceedings;
·The success of our business, operating and financing initiatives and strategies, including partnerships and capital expenditure plans;
·The level and timing of the growth and profitability of new initiatives, start-up costs associated with entering new markets, the successful deployment of new systems and applications to support new initiatives;
·Relationships with key suppliers and costs of handsets and other equipment;
·Our ability to successfully pursue acquisitions, investments or merger opportunities, integrate any acquired businesses in a timely and cost-effective manner and achieve the expected benefits of such transactions;
·The availability, terms and use of capital, the impact of regulatory and competitive developments on capital outlays, the ability to achieve cost savings and realize productivity improvements;
·Technological development and evolving industry standards, including challenges in meeting customer demand for new technology and the cost of upgrading existing infrastructure;
·The capacity to upstream cash generated in operations through dividends, royalties, management fees and repayment of shareholder loans; and
·Other factors or trends affecting our financial condition or results of operations.
A further list and description of risks, uncertainties and other matters can be found in Millicom's Registration Statement on Form 20-F, including those risks outlined in "Item 3. Key Information—D. Risk Factors," and in Millicom's subsequent U.S. Securities and Exchange Commission filings, all of which are available at www.sec.gov.
All forward-looking statements attributable to us or any person acting on our behalf are expressly qualified in their entirety by this cautionary statement. Readers are cautioned not to place undue reliance on these forward-looking statements that speak only as of the date hereof. Except to the extent otherwise required by applicable law, we do not undertake any obligation to update or revise forward-looking statements, whether as a result of new information, future events or otherwise.
Millicom's Non IFRS Measures
This press release contains financial measures not prepared in accordance with IFRS. These measures are referred to as "non-IFRS" measures and include: non-IFRS service revenue, non-IFRS EBITDA, and non-IFRS Capex, among others defined below. Annual growth rates for these non-IFRS measures are often expressed in organic constant currency terms to exclude the effect of changes in foreign exchange rates, the adoption of new accounting standards such as IFRS 15, and are pro forma for material changes in perimeter due to acquisitions and divestitures.
The non-IFRS financial measures are presented in this press release as Millicom's management believes they provide investors with an additional information for the analysis of Millicom's results of operations, particularly in evaluating performance from one period to another. Millicom's management uses non-IFRS financial measures to make operating decisions, as they facilitate additional internal comparisons of Millicom's performance to historical results and to competitors' results, and provides them to investors as a supplement to Millicom's reported results to provide additional insight into Millicom's operating performance. Millicom's Remuneration Committee uses certain non-IFRS measures when assessing the performance and compensation of employees, including Millicom's executive directors.
The non-IFRS financial measures used by Millicom may be calculated differently from, and therefore may not be comparable to, similarly titled measures used by other companies - refer to the section "Non-IFRS Financial Measure Descriptions" for additional information. In addition, these non-IFRS measures should not be considered in isolation as a substitute for, or as superior to, financial measures calculated in accordance with IFRS, and Millicom's financial results calculated in accordance with IFRS and reconciliations to those financial statements should be carefully evaluated.
Non-IFRS Financial Measure Descriptions
Service revenue is revenue related to the provision of ongoing services such as monthly subscription fees, airtime and data usage fees, interconnection fees, roaming fees, mobile finance service commissions and fees from other telecommunications services such as data services, short message services and other value-added services excluding telephone and equipment sales.
EBITDA is operating profit excluding impairment losses, depreciation and amortization, and gains/losses on fixed asset disposals.
Underlying measures, such as Underlying service revenue, Underlying EBITDA, Underlying equity free cash flow, and Underlying net debt, include Guatemala and Honduras, as if fully consolidated.
Proportionate EBITDA is the sum of the EBITDA in every country where Millicom operates, including its Guatemala and Honduras joint ventures, pro rata for Millicom's ownership stake in each country, less unallocated costs and inter-company eliminations.
Organic growth represents year-on year-growth excluding the impact of changes in FX rates, perimeter, and accounting.
Net debt is Gross debt (including finance leases) less cash and pledged and term deposits.
Proportionate net debt is the sum of the net debt in every country where Millicom operates, including its Guatemala and Honduras joint ventures, pro rata for Millicom's ownership stake in each country.
Net debt to EBITDA is the ratio of net debt over LTM (last twelve month) EBITDA.
Proportionate net debt to EBITDA is the ratio of proportionate net debt over LTM proportionate EBITDA.
Capex is balance sheet capital expenditure excluding spectrum and license costs and finance lease capitalizations from tower sale and leaseback transactions.
Operating Cash Flow (OCF) is EBITDA less Capex.
Financial Data for Telefonica businesses
The financial data for the Telefonica businesses that are included in this press release are derived from unaudited standalone financial statements prepared by Telefonica for each of the Panama, Costa Rica and Nicaragua businesses. Such financial statements have not been audited and Millicom has not independently verified the financial statements. All metrics for the Telefonica businesses that are presented on a combined basis are presented on a non-IFRS basis and are indicative only, as such combined data are based on a simple combination of the aforementioned standalone financial statements, with limited adjustments, and are not derived from combined financial statements prepared in accordance with IFRS. Finally, any metrics for the Telefonica businesses that are presented as non-IFRS metrics may be calculated and presented on a different basis to similarly titled non-IFRS metrics presented by Millicom.
Illustrative Pro Forma and Estimated Synergy Financial Data for Millicom
Certain metrics that are included in this press release are presented on an illustrative `pro forma' or `combined' basis to give effect to the acquisition by Millicom of the Telefonica businesses. These metrics are not derived from pro forma financial statements prepared in accordance with any accounting or regulatory framework. These metrics are estimates and have been prepared for illustrative purposes only. Readers should treat these metrics as indicative only and not place undue reliance on them. For example, Telefonica and Millicom use different accounting policies and the illustrative pro forma metrics presented here do not adjust for such differences. Moreover, there is no guarantee that, if controlled by Millicom during the periods presented, these businesses would have generated such results. Equally, the illustrative pro forma metrics presented here should not be taken as guidance for future performance.
This press release also contains Millicom's estimates of certain synergies, relating to both expenses and revenues, that Millicom expects to achieve following completion of the acquisitions. There can be no guarantee that these estimated synergies will be achieved. As such, undue reliance should not be placed on these estimates, which are forward looking statements and subject to Millicom's forward looking statements notice. See "Forward-Looking Statements".
1 Adjusted EBITDA refers to the combined EBITDA of the standalone businesses pre-synergies, excluding management fees and other non-recurring items based on preliminary unaudited 2018 financial statements. Combined EBITDA, capex and OCF are non-IFRS measures.
2 Proportionate net debt to Adjusted EBITDA is a non-IFRS measure. Please refer to page 6 of this press release for definitions of non-IFRS measures for Millicom. Reconciliations of such non-IFRS measures to their nearest IFRS equivalent are available at https://www.millicom.com/trading-results/q4-2018-trading-results/.


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text:
What are the benefits of police oversight?
Oversight Models: Is one model better than another?
What are the features of an effective police oversight body?
What are the steps a community should take in establishing effective police oversight?
How can NACOLE help community members/city officials implement or improve oversight?
What should the qualifications and training be for oversight practitioners?
What types of complaints should be accepted?
Is it necessary for an oversight authority to conduct investigations?
Who should make the final determination as to whether the allegations in a complaint should be sustained and what corrective actions, or disciplinary measures should be imposed?
Should the oversight entity have subpoena power?
Oversight systems can take a wide variety of forms and operate under a wide range of authorities. [1]
Each jurisdiction will have to carefully assess the needs of the community and the cost-benefits of the oversight program they adopt. The key question is whether the oversight system is sufficiently independent--in terms of political, professional and financial independence and authority—to do what is needed and what is asked of it.
It is helpful to think in terms of the goals of the community and what is being asked of the local oversight system. Specifically, what level of funding and how much authority should be given to the oversight agency in order to shoulder its identified tasks and succeed. The oversight agency's mission should bear some relationship to the size of the police department, the department's funding levels, and the level of trust or mistrust within the community—particularly among those segments of the community that historically have been the subjects of over-policing or bias-based policing.
Ongoing Monitoring/Auditing Authorities: Typically these systems allow for the oversight agency to be actively engaged in each, if not all, of the steps related to the complaint process.
Caution: When communities adopt language referring to an oversight "monitor," it should be distinguished from monitors created as the result of federal consent decrees or court ordered monitoring through litigation brought by the US Department of Justice to end "patterns and practices" of unconstitutional policing under federal law.
More accurately, programs stemming from the adoption of a local ordinance or charter amendment to establish a "monitoring" program typically provide some form of ongoing review or audit of the complaint process. Communities should not think that calling the director of a local civilian oversight program a "monitor" will lead to the same broad powers and complex programs that make up the components of federal consent decrees.
To add to the confusion, the title of auditor is often assigned to the director of an oversight program even though few people in this role conduct audits in the technical sense of the word. Likewise, the title ombudsperson can be misleading as the heads of oversight programs are not advocates for complainants or the public but rather advocate for and work to forward a system that results in improved police performance and accountability. Increasingly, new oversight agencies simply refer to the executive directors of the programs as directors or executive directors.
How it Works: The work of monitors, auditors or ombudspersons in the context of locally adopted civilian oversight typically results in a process that is ongoing and engaged with each, if not all, of the steps involved in when a person in the community complains about the conduct of a police employee or employees in a particular situation. A full range of authorities under this type of system would result in engagement with each of the following steps.
Complaint intake—the monitor/auditor/ombudsman/director oversees the process for ensuring:
i. Complaints are able to be received from a wide variety of sources—including in-person, telephonically, electronically, anonymously and through third persons with sufficient knowledge of the underlying circumstances;
ii. That the system is accessible through a variety of means (including in person, telephone, electronically);
iii. Individuals with limited English proficiency or special needs have access to the system;
iv. That complainants are not discouraged from filing a report and are free from retaliation;
v. The individuals receiving and screening complaints are well trained in conducting what is essentially an initial investigation;
Complaint classification—i.e., if proven would the alleged facts result in a finding of misconduct on the part of the named officer in violation of a specific policy or policies?
Investigation—assignment, plan, interviews, gathering evidence (reports, phone records, CCT, in-car, ECW or body-camera videos, medical records, etc. And requiring further investigation if information is incomplete.
Report Writing—reviewing the investigative reports to determine whether the investigation was timely, thorough and objective.
Analysis—after the investigation is complete:
i. Analyzing information to determine whether facts are sufficient to prove (the usual standard is preponderance of evidence) the policy was violated,
ii. Identify issues of supervision or training.
iii. If there is authority to weigh in on or recommend corrective or disciplinary measures, the monitor may assess whether these measures were imposed in an even-handed manner consistent with the department's disciplinary matrix.
iv. Alternative Dispute Resolution—the oversight program may be involved in administering or coordinating mediation programs.
Strengths: These types of agencies can be effective in identifying strengths and weaknesses in how complaints are handled, identifying areas of weakness—particularly bias—in investigations, spotting gaps in training, policy and supervision within the police department, providing opportunities for dialogue and understanding between the police and individuals and groups within the community, assessing the effectiveness of early warning systems and determining whether discipline is consistent and fair.
Weaknesses: These systems are often charged with collecting data and reporting trends. Because they are almost always complaint driven, it often takes many months to collect data that is reflective of a "trend." Problems that exist within the police department may be systemic but are underreported because the police conduct affects people unlikely to complain—including disabled, people whose socio-economic status leaves them vulnerable and isolated. Other groups such as individuals working in sex trades or involved in gangs are not likely to report even the most egregious police misconduct. When members of marginalized groups do complain, the problem may appear to be an aberration when it is actually commonplace. Unless there is the staff and time to track the outcomes of criminal prosecutions, the oversight agency may not be aware of cases that are not filed, are dismissed or where evidence is suppressed due to police misconduct. Such data can be of use in effecting better training, clearer policy and reducing risk and liability related to the police department.
Review Systems:
These systems typically allow the oversight body to review only cases that are closed.
How it Works: An individual or a Board / Commission is authorized to review Internal Affairs (IA) investigations of complaints, find them adequate or not, and state whether it agrees or disagrees with the IA findings. Often such boards may recommend further investigation and/or make policy and training recommendations.
i. Oversight agencies with professional staff typically review all of the IA investigations and provide feedback. This includes reviewing interviews, recordings, evidence and IA reports checking to insure the IA investigation was thorough, timely and unbiased.
ii. Smaller agencies or volunteer review agencies may only be able to provide full review of selected cases.
iii. In some instances, agencies have the authority to require additional investigation but unless there is adequate time to review and return it to the department, it may be too late to have any practical effect on the outcome.
iv. Review boards frequently hold their meetings in public. How these meetings are conducted and what can be made public depends to a great extent on state law and union contracts.
Strengths: These systems can provide greater transparency and an additional layer of civilian and greater involvement by the community. When they make recommendations, the department may be more inclined to take action.
Weaknesses: These systems sometimes lack the independence they need to be effective. If the review board is all-volunteer, they can review only a limited number of cases. The time commitment can be overwhelming as all members not only need to review cases, they need to go through systematic training. Attendance at NACOLE conferences and workshops can be helpful. Local attorneys and civil rights or advocacy groups may provide training opportunities. But each and every review board member needs to be trained and this is expensive in terms of both time and money. It is often tempting to rely primarily on the police department to provide the training. The review board may become too dependent on the police department and recognized as such by the larger community.
Investigative Authority:
This allows for investigations to be conducted by the oversight agency and does not rely on investigators from within the police department. This can be particularly effective when the local police department has lost the confidence of the community to investigate itself.
In some instances, authority may be granted to monitoring type agencies or review agencies to contract with outside investigators to conduct investigation of complaints as needed. This usually occurs under a prescribed set of circumstances—typically when it is clear the general public would have no confidence in law enforcement investigators being impartial in the specific matter.
How it Works: An Oversight Agency or a Board/Commission is authorized to investigate the class of complaints and allegations identified in its establishing authority. Once the complaint is lodged and identified as being under the jurisdiction of the oversight agency, the oversight agency may:
i. Identify the relevant police policy or policies that, if supported by evidence, constitute the basis of the complaint and allegations.
ii. Conduct interviews of witnesses including civilian witnesses, police witnesses.
iii. Gather evidence including photographs, sound and video recordings, receipts, and documents relevant to the complaint.
iv. Prepare an investigative report identifying the witnesses interviewed and summaries of their testimonies; weigh the evidence and credibility; identify any gaps in the investigation due to lost or unavailable documents, unavailable or uncooperative witnesses, etc.
v. Make recommendations or findings as to whether the evidence supports the allegation(s). In some oversight systems, the agency has the authority to recommend and/or impose discipline.
Who Conducts the Investigations:
i. Trained, skilled investigators that work within the specific oversight agencies or commissions should perform the work.
ii. It is not necessary, or even desirable, that the investigators be formally trained law enforcement officers. What is necessary is that the investigators be well trained. There are certified investigation programs within the US; for example, civilian investigators frequently work for public defenders at the state and federal level. It is important that they receive ongoing training.
iii. Agencies that rely on volunteers should not attempt conducting investigations.
i. This system can help rebuild the trust of the community-particularly in communities in which confidence in the police department's ability to investigate itself has been compromised by a history of lackluster or inadequate investigations.
ii. This system avoids conflicts inherent in many internal affairs departments in which investigators are rotated from, then back into, other units such as patrol, SWAT, or investigations.
i. It adds to the size of the staff and thus costs to run the program; however, the city/county has to pay for investigators regardless of whether they are within the oversight agency or within the police department's internal affairs program.
ii. Police departments are often resistant to having non-police investigators conducting investigations.
iii. Working through the necessary administrative changes and possible challenges by local police unions may take additional time and political will.
iv. As with all oversight programs this authority will only address issues related to specific, individual complaints and may not help identify systemic issues.
Hearings Boards
Some oversight systems conduct hearings, hearing testimony or argument and rendering decisions.
i. Evidentiary Hearings: Some larger review boards have the authority to hold evidentiary hearings on complaints. This requires support staff to organize materials, forums and assist with findings and report writing
ii. Appeals: Some larger review boards have the authority to hear appeals filed by either the named officer or the complainant and overturn any decision made by the Chief of Police or other command staff responsible for making decisions based on the IA reports and recommendations.
Strengths: These boards and functions can be effective in keeping the complaint system from being, or appearing to be, a closed system in which only police command staff and officers have any direct responsibility or control over the outcome of complaints from community members.
Weaknesses: They require additional professional and support staff. Review board members will require specific training on conducting hearings that guarantee the procedural and substantive rights of all sides.
Administrative Prosecutorial Units
This is a fairly new development that has found success in the city of New York. It involves a special unit of attorneys and investigators responsible for investigating and prosecuting administrative complaints against police department employees.
How it Works: Allegations are investigated and based on the outcome of the investigation, the case is dismissed or moves forward to an evidentiary hearing before an administrative law judge. The judge's findings and conclusions are forwarded to a police executive for a final determination.
Strengths: Unlike most oversight systems addressing the complaint process, this system is highly independent from the police department and the standards for objectivity and thoroughness are high. The percentage of sustained allegations is over 85%, far above the norm for other oversight systems.
Weaknesses: This system is being employed by one of the largest cities in the nation. The resources are beyond the reach of most communities. Counties or regions might find pooling resources a worthwhile investment.
Systemic Audits of High Risk Police Programs
A few metropolitan areas have adopted a program of conducting systemic audits of high-risk police activities such as stops, arrests, and searches and high risk programs including property units, SWAT, vice and gang units. These audits are conducted according to Generally Accepted Government Accountability Standards (GAGAS).
Oversight agencies or Inspectors General establish a schedule for auditing the performance specific divisions and programs much the same a financial auditor audits the procedures and policies of a business, non-profit or government agency. Within the police context these audits can uncover unconstitutional policing, problems with supervision and weaknesses in police training and existing policies.
Strengths: Auditing programs are efficient in detecting trends and common practices and are statistically reliable. They can be done using in-house resources or by contract with outside agencies. Audits are useful in confirming strengths within a program or department and can accurately measure progress over time. Unlike oversight agencies that concentrate on how complaints are handled, audits can be used to establish the level of professional, constitutionally based policing throughout the department.
Weaknesses: Auditing programs require special training and significant independence.
HYBRID SYSTEMS
Most communities now realize that oversight is not a one-size-fits-all proposition. Many oversight practitioners are finding that it is less useful to talk about models and more useful to talk about options of authority.
The powers and authorities granted to an oversight agency can be combined in any manner that works best for each individual community. While a volunteer review board may not have the resources to insure each complaint and investigation is handled in a manner that guarantees transparency and accountability, it does add an important layer of involvement, communication and trust building. Review of closed cases might be frustrating for some, while other communities may choose to commit resources that are adequate to insure each review is thorough and the opportunity for feedback and change is genuine.
Is one form of oversight better than another?
Many oversight agencies have merged features from the different systems to address their specific needs.
As with any oversight systems or any combination of authorities, it can be an uphill battle to empower civilians to engage in processes that have traditionally been entirely within the bailiwick of the police. Accusations of "meddlesome amateurs," "interfering with the police," and "Monday morning quarterbacking," may be among the kindest responses policy makers face from critics of civilian oversight. If systems are too weak to be effective they will fail or simply wither before healthy change in police culture can be achieved.
One of the first questions to consider is whether the oversight system will focus on the traditional realm of complaints or if the community sees a broader role for oversight.
Communities may find they are better off granting authority that may never need to be used than they would be in withholding authority that may be needed at a critical time.
Diluted systems should be avoided. Inadequate funding, lack of independence and the lack of access to critical information will make a skeptical public even more skeptical and will not result in the cultural change in policing the oversight system was created to address.
If the investment is made and pays off in improved police performance, it should help identify high-risk law enforcement employees, reduce litigation against the city or county and lower the amount of damage awards. In short the program may help pay for itself.
Greater confidence in law enforcement also pays off in reduced crime and safer communities, as more people are willing to report crime and testify in criminal cases.
Each model derives its authority and powers from the implementing law(s), ordinance(s), and/or charter of its jurisdiction (typically its city or county). A charter amendment may be desirable to ensure the oversight program becomes a permanent part of local government and cannot be eliminated without another charter amendment.
All oversight bodies have limited authority and civilian oversight alone cannot ensure police accountability. Genuine change must be seen as desired by law enforcement leadership. And oversight must be seen as contributing to the solution.
Additional internal and external mechanisms will be needed. Consider characteristics of the population, law enforcement agency, statutes, and collective bargaining agreements when deciding what type of system will best suit your community's unique needs and resources.
[1] A detailed study was conducted in 2005 by the Police Assessment Resource Center, PARC, this information while highly relevant is 10 years old and with the increased number of federal consent decrees, cities have found ways to strengthen their oversight systems. https://www.parc.info/.../Review-of-National-Police-Oversight-Models-Feb-...
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Visiting a new church can feel pretty adventurous to most people. We want your experience with us to be as comfortable as possible, so here's some information that may help. Watch the video to the right to see what makes LCUUC unique! (Videographer: Ethan Suhr 2017)
Q. What does it mean to be a Unitarian Universalist?
A. Very generally, Unitarian Universalists have agreed to live by seven principles and have identified six sources of religious tradition. These principles and sources have been arrived at through a democratic process involving our membership and may occasionally be amended the same way. Detailed answers to this question and others about our beliefs, tenets, and history can be found here. A good source for answers to this questions can be found in a book called 100 Questions that Non-Members ask about Universal Unitarianism by John Sias from UU Church of Nashua.
Q. What makes your church different from others?
A. There is no test of creed to join. Within our congregation, you'll find diversity of belief. In our religious education program, we empower our children to become free-thinking individuals who know and respect themselves and others, contribute to their human and natural communities and make informed decisions regarding their spiritual paths.
Q. Will you take up a collection?
A. Yes, but we do not expect visitors to contribute. We invite you to be our guest!
Q. Where do I go when I get to the church?
A. As you enter the front foyer, you will be greeted by a member of LCUUC and given the opportunity to learn about our church and Unitarian Universalism. The sanctuary is on your right.
Q. What should I wear to church?
A. Come as you are. Be comfortable. You'll see quite a variety: "Sunday best" to casual!
Q. What are Sunday services like?
A. Go to Sunday Services for service details.
Q. Can I bring my children?
A. Religious education for youth and children is an important part of our mission and is available during the service. In fact, our RE program is one big reason people are attracted to this church. Our young people stay in the service through the offertory and then leave together for their Religious Education classes. You are welcome to attend your child's class to observe. Children who are able to sit quietly are invited to remain in the service with their parents if they'd like. Child care is available for infants and toddlers.
Q. Is your building disability accessible?
A. Yes. We have an ADA compliant non-gendered restroom, hearing assistance headphones, wheelchair and scooter seating, and seating for persons of size.
Q. Where and When are Services held?
A. Services are held at the Lake Country Unitarian Universalist Church at W299N5595 Grace Drive, Hartland, WI 53029. They are held every Sunday from 10 am to 11:15 am. Beverages are available after the service. To find directions and maps, go to Directions. There is plenty of parking available around the building.
Q. Will I be pressured to join?
A. Absolutely not! We know that many people prefer to church shop anonymously before they start making relationships. As you choose, you may sign our Visitor's Ledger and sign up for our monthly newsletter, and you are welcome to join us for coffee and discussion after the service in the social hall. Make yourself known – or not. But we all enjoy meeting our guests.
Q. I have other questions. How do I get them answered?
A. Please contact us at (262) 369-1703 or admin@lcuuc. We're happy to help you find the answers you seek.


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Carl Richard Moore (1892-1955)
Carl Richard Moore was a professor and researcher at the University of Chicago in Chicago, Illinois who studied sex hormones in animals from 1916 until his death in 1955. Moore focused on the role of hormones on sex differentiation in offspring, the optimal conditions for sperm production, and the effects of vasectomy or testicular implants on male sex hormone production. Moore's experiments to create hermaphrodites in the laboratory contributed to the theory of a feedback loop between the pituitary and fetal gonadal hormones to control sex differentiation.
Leo Kanner (1894-1981)
Leo Kanner studied and described early infantile autism in humans in the US during the twentieth century. Though Eugen Bleuler first coined the term autism in 1910 as a symptom of schizophrenia, Kanner helped define autism as a disease concept separate from schizophrenia. He helped found an early child psychiatry department in 1930 at the Johns Hopkins University Hospital in Baltimore, Maryland.
Elizabeth Blackburn, Carol Greider and Jack Szostak's Telomere and Telomerase Experiments (1982-1989)
Experiments conducted by Elizabeth Blackburn, Carol Greider, and Jack Szostak from 1982 to 1989 provided theories of how the ends of chromosomes, called telomeres, and the enzyme that repairs telomeres, called telomerase, worked. The experiments took place at the Sidney Farber Cancer Institute and at Harvard Medical School in Boston, Massachusetts, and at the University of California in Berkeley, California. For their research on telomeres and telomerase, Blackburn, Greider, and Szostak received the Nobel Prize in Physiology or Medicine in 2009.
Morphogenesis: An Essay on Development (1952), by John Tyler Bonner
Throughout his long and fruitful career John Tyler Bonner has made great strides in understanding basic issues of embryology and developmental-evolutionary biology. Indeed, Bonner's work on morphogenesis highlighted synergies between development and evolution long before "evo-devo" became a part of the scientific lingua franca. Princeton University Press published his first book, Morphogenesis: An Essay on Development, in 1952. In his autobiography Lives of a Biologist, Bonner described his motivations for writing Morphogenesis as a book about developmental biology.
Victor Ambros (1953-)
Victor Ambros is a professor of molecular medicine at the University of Massachusetts Medical School, and he discovered the first microRNA (miRNA) in 1993. Ambros researched the genetic control of developmental timing in the nematode worm Caenorhabditis elegans and he helped describe gene function and regulation during the worm's development and embryogenesis. His discovery of miRNA marked the beginning of research into a form of genetic regulation found throughout diverse life forms from plants to humans. Ambros is a central figure in the miRNA and C.
"In vitro Experiments on the Effects of Mouse Sarcomas 180 and 37 on the Spinal and Sympathetic Ganglia of the Chick Embryo" (1954), by Rita Levi-Montalcini, Viktor Hamburger, and Hertha Meyer
"In vitro Experiments on the Effects of Mouse Sarcomas 180 and 37 on the Spinal and Sympathetic Ganglia of the Chick Embryo" were experiments conducted by Rita Levi-Montalcini in conjunction with Viktor Hamburger and Hertha Meyer and published in Cancer Research in 1954. In this series of experiments, conducted at the University of Brazil, Levi-Montalcini demonstrated increased nerve growth by introducing specific tumors (sarcomas) to chick ganglia. Ganglia are clusters of nerve cells, from which nerve fibers emerge.
"Induction and Patterning of the Primitive Streak, an Organizing Center of Gastrulation in the Amniote" (2004), by Takashi Mikawa, Alisa M. Poh, Kristine A. Kelly, Yasuo Ishii, and David E. Reese
"Induction and Patterning of the Primitive Streak, an Organizing Center of Gastrulation in the Amniote," (hereafter referred to as "Induction") examines the mechanisms underlying early amniote gastrulation and the formation of the primitive streak and midline axis. The review, authored by Takashi Mikawa and colleagues at Cornell University Medical College, was published in Developmental Dynamics in 2004.


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CS: GO features new maps, characters, weapons, and game modes, and Free to Play Counter-Strike took the gaming industry by surprise when the unlikely MOD became the most played online PC action game in the. CS:GO is an online competitive FPS game and is not available for Free. Valve has, however, put up a feature where gamers can play the game. CS: GO features new maps, characters, and weapons and delivers updated the most played online PC action game in the world almost immediately after its.
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Saturday, March 23, 2013. Locs no more. and colored and I am 100% sure that I will loc up. but never formally told my Loc Rocker fam. After our baby. Weight-loss support that's affordable and works. No fad diets or foods to buy. Eat what you love and lose weight with portion control and healthy weight loss tips. Find tour dates and tickets, high quality excision merchandise, download music and much more.
In the Dublin-set horror movie The. a post-apocalyptic series based on the 2013 film of the same. A day after Coachella announced Enimen will headline.ドイツams9063ウォールナット1 掛け時計 AMSアムス社ドイツ製【送料無料】 ドイツams9063ウォールナット1 掛け時計 AMS...What is dance music lacking right now, you might ask? The answer is simple – that is, if you refer to global sensations and influencers Hardwell and KSHMR. With new. Find Regal Cinemas, Edwards & UA Theatre locations and movie times near you. Enjoy one-of-a-kind movie experiences with IMAX, RPX, & 3D. Find theatres >>>.
PsoGnar - EDC Orlando (After Movie) - Duration: 4 minutes, 12 seconds. PsoGnar - Pre-Movie for Main Stage @ EDC Orlando 2013 Lineup - Duration: 104 seconds. PsoGnar.VCARD hires new executive director. as associate director of business intelligence for Metro Orlando EDC,. After leaving Team Volusia in early 2013,.
EDC New York 2013 Day 2 - Photo By: Erik Kabik / Retna. EDC New York 2013 Day 2 - Photo By: Erik Kabik / Retna. EDC New York 2013 Day 2 - Photo By: Erik Kabik / Retna.TD Bank®, America's Most Convenient Bank, provides full banking, lending & investment services to people & businesses at over 1,200 locations in the USA.
The dates of TomorrowLand Music Festival in 2017 run from Friday,. United States in 2013 and attracts over 140,000 attendees each year. 26: Calendar Builder.Jason Aldean Offers Prayers for Las Vegas Shooting Victims:. EDC Las Vegas 2018 Is Moving to May,.
Here's my aftermovie for Day 1 of EDC Orlando 2013 at Tinker Field! Electric Daisy Carnival Orlando brings music, art, and carnival rides to Florida.
Showtimes for Under The Electric Sky. for a chance to win one pair of round trip helicopter transport tickets from the helicopter airport in Las Vegas to EDC.
Dear Friends, It's with a heavy heart that we inform you, TomorrowWorld will not take place in 2016. Unfortunately in the current environment, it is not possible.EDC Sets Record For Largest Stage Ever Assembled In North America. EDC Las Vegas literally blew it. Next Article Mysterland's Offical After-Movie Of The. Queen Mary Events Park was the destination for Electric Daisy Carnival 2003. EDC. EDC Orlando 2011 was held on May 27–28. In 2013, EDC was held in London. Movies. Comedy Movies; Comedy. Comedy Movies;. EDC Orlando 2013; Markus Schulz Live at EDC Las Vegas 2015. nhac anh tho chon loc,.
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Play and Listen Carnage Live Edc Orlando 2015 Free Download Mp3. MCA Movie Songs | Nani, Sai Pallavi. Chris Childs Publish 2013-06-24.Join us as we celebrate the 4th anniversary of the Melrose Center at the Orlando Public. include the newest movie. Orange County Library System.


Early in the new year sees the publication of a book that is close to my heart. It offers help to people, gardeners and conservationists alike, on growing native orchids in semi-natural situations - wild patches in gardens, road verges, restored meadows, etc. It is a collaboration with my old friend Wilson Wall. We are both passionate about orchids and their conservation, and would like to bring their beauty and fascinating life history to as wide an audience as possible, believing that this is the best way to support their continued existence in truly natural situations.
Wilson has used his scientific skills to develop methods of culturing our native orchids and created Bewdley Orchids as an outlet for the plants he grows. For many years I have grown an orchid meadow in my small garden and, as a botanist, sought out and studied our native orchids. With the help of Green Books we have combined and condensed this knowledge and experience into a practical guide and, we hope, an interesting read.


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License# 092031 | Tel: (602) 256-2589
Channel letters are custom-made metal or plastic three dimensional letters commonly used in exterior signage on public and commercial buildings. These letters are often internally illuminated with LED (most common) or neon lighting. The first and most common type of channel letter is the front-lit or standard channel letter. A channel letter is lit from the inside of the letter which allows the light to shine through the plastic face.
These channel letters can be installed 2 different ways, by directly installing each letter individually to the building wall or on a raceway. A raceway is a rectangular metal box that houses the electrical wiring and power supply for the individual letters themselves. The raceway is then mounted directly to the building wall. The advantage to a raceway mount is that it reduces the number of mounting holes, something that most landlords appreciate. Raceways are typically painted to match the color of the building to blend in.
A Reverse Channel Letter offers a unique and classy look often called "halo" letters. These types of letters are mounted away from the wall, which allows the lights to shine out the back of the letter and surround the shape of each individual character. This causes the letters to form a backlit or "halo" effect.
Ken's Sign Service
Email: ken@kenssignservice.com
Address: 2121 W Pima St
© 2020 Ken's Sign Service | Sitemap | Privacy Policy


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Our Fallen Article page
Herbert Green Ainsworth
Bank: Manchester & County Bank
Place of work: Bolton branch
Died: 9 October 1917
Herbert Green Ainsworth was born in Bolton on 7 June 1894, the son of Green Ainsworth, a director in a cotton spinning business, and his wife Lilian. He was educated at Bolton Grammar School. In February 1911, when Ainsworth was 16 years old, he went to work for Manchester & County Bank at its Bolton branch.
In November 1915 Ainsworth joined the Manchester University Officers Training Corps, but as an extra-mural member was forced to leave when new regulations were introduced. The following month he joined the London Regiment, and was later commissioned into the Manchester Regiment. Second Lieutenant Ainsworth was killed in action in Belgium on 9 October 1917. He was 23 years old.
Messages of remembrance
Graham McLeod June 28 2016 5:18PM
2nd Lt Ainsworth was serving with D Company of the 2/9th Battalion, the Manchester Regiment when he was killed on the 9th of October. The 2/9th were part of the 66th (2nd East Lancashire) Division which attacked Poelcappelle on that day. This was part of the Third Battle of Ypres, so 2nd Lt Ainsworth was killed in Belgium and is commemorated on the Tyne Cot Memorial.
RBS Remembers team June 29 2016 8:56AM
Graham, many thanks for the additional information. I have amended Ainsworth's biography above to reflect it.


BERKELEY, CA, March 20, 2012— Skotos Tech today released its sixth iPhone game, Michael Schacht's Web of Power Card Game: The Duel. Previously published as Richelieu, The Duel has now returned to its intended Medieval theming.
In Schacht's Web of Power games you battle opponents across a landscape of 12th century Europe, trying to influence the great powers that rule the Dark Ages. The Duel depicts that conflict using a set of tiles that players will claim over the course of a game. By tactically placing ownership markers and taking tiles, you will achieve the majority control required to influence the countries and powers of Europe.
With its two-part turns interweaving the taking of tiles and planning for the future, The Duel may be Skotos' most strategic game to date. Hand-in-hand with that goes one of Skotos' most complex artificial intelligence (AI) designs. Four different AI with four different personalities challenge players at a variety of difficulty levels.
Designer Michael Schacht is a major German game designer who has been creating tabletop games for almost two decades. His set-collection game, Coloretto, is one of the best-known "euro" card games while its sequel, Zooloretto, won the prestigious Game of the Year Award in Germany. Both games are available in the United States through Rio Grande Games.
Skotos has adapted The Duel to the iPhone using its well-tested MobileEuroCard platform for the iPhone and the iPad. Standardized gestures, animations, and audio are all built into the platform, making it easy for players of one of Skotos' card games to pick up and play another. Previous games have included Michael Schacht's Gold! and four different games by Reiner Knizia, including the best-selling Money.
Each new game has offered expansions and improvements to the MobileEuroCard library, and as a result The Duel is built atop two years worth of development, making it Skotos' most attractive and mature game to date. Like all of Skotos' MobileEuroCard games, The Duel has been released as a universal app, so that players can purchase it once and play it on any of their iPad, iPod, or iPhone devices.
Skotos Tech (www.skotos.net) is an electronic game producer. Its iPhone games have all been produced through subsidiary RPGnet (www.rpg.net), which ties together tabletop games with electronic media.
Michael Schacht (www.michaelschacht.net) is a full-time game designer and the winner of the 2007 Spiele des Jahres award. He has published over 100 games, including Coloretto, Hansa, Mondo, Richelieu, Valdora, Web of Power, Zooloretto, and Gold!


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Q: I need the occurrence of a certain value in a column to match with timestamps (pandas dataframe & csv-file) I have a csv-file (called "cameradata") with columns MeetingRoomID, and Time (There are more columns,  but they should not be needed).
I would like to get the number of occurrences a certain MeetingRoomID ("14094020", from the column "MeetingRoomID") is used during one day.  The csv-file luckily only consist of timestamps from one day in the "Time" column. One problem is that the timestamps are in the datetime-format %H:%M:%S and I want to categorize the occurrences by the hour it occured (between 07:00-18:00).
The goal is to have the occurences linked to the hours of the timestamps - in order for me to plot a barplot with (x = "timestamps (hourly)" and y = "a dataframe/series that maps the certain MeetingRoomID with the hour it was used".
How can I get a function for my y-axis that understands that the value_count for ID 14094020 and the timestamps are connected?
So far I've come up with something like this:
y = cameradata.set_index('Time').resample('H')
cameradata['MeetingRoomID'].value_counts()[14094020]

My code seems to work if I divide it, but I do not know how to connect it in a syntax-friendly way.
Clarification:
The code:  cameradata['MeetingRoomID'].value_counts().idxmax() revealed the ID with the most occurrences, so I think I'm onto something there.
Grateful for your help!
This is how the print of the Dataframe looks like, 'Tid' is time and 'MätplatsID' is what I called MeetingRoomID.
For some reason the "Time" column has added a made-up year and month next to it when I converted it to datetime. I converted in to datetime by: kameradata['Tid'] = pd.to_datetime(kameradata['Tid'], format=('%H:%M:%S'))
This is an example of how the output look like in the end

redpajama_set_name: RedPajamaStackExchange


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Q: Modifying "style" of .docx TOC using javascript (docx-js) Question:
Following this tutorial, https://docx.js.org/#/usage/table-of-contents, I would like to do the following two things:

*

*Change the font & size of entries in the table as the default Times New Roman - 10 is too small.

*Remove the "leading dots" from entries to page numbers:
a.......1 to a       1
What I tried (with no success):

*

*All my entries are based on Heading1 so their level is 1. stylesWithLevels: [new StyleLevel("Style", 1)]. This produces no change whatsoever.

*entryAndPageNumberSeparator: "\t" gives leading dots (a.......1), while entryAndPageNumberSeparator: " " gives a 1. I tried other combinations like entryAndPageNumberSeparator: " \t" to no avail. It seems like only the first character is taken into consideration.
Both of these were tested individually with a working TOC (modified from the above tutorial):
new TableOfContents("Example", {
  hyperlink: true,
  headingStyleRange: "1-1",
}),


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Samsung reportedly struggling to collect PLI incentives in India
Jingyue Hsiao, DIGITIMES Asia, Taipei Thursday 19 January 2023 0
In contrast with the Indian government's welcoming Apple suppliers' investments, Samsung Electronics, the largest exporter of mobile phones in India, encounters a series of financial issues.
Bloomberg, quoting unnamed sources, reported that Samsung is seeking an incentive of INR9 billion (US$110 million) under the Production Linked Incentive (PLI) scheme for large-scale manufacturing. However, the Indian government is reportedly only willing to offer INR1.65 billion unless Samsung can provide more information to support its claim.
Hindu BusinessLine in an earlier report quoting sources reported that Samsung would receive only a portion of the incentive of INR9 billion.
The PLI scheme, notified on April 2020, provides an incentive of 4-6% on incremental sales over a base year (fiscal 2020 or fiscal 2021) to eligible companies for five years. In December 2022, India's official think tank NITI Aayog approved INR3.57 billion and INR582.9 million incentives for Foxconn and India-based Padget Electronics under the PLI scheme, respectively.
According to the PLI scheme, multinational companies have to manufacture phones with an invoice value (manufacturing cost) of INR15,000 and above to be eligible for the incentives. It is relatively easy to calculate the manufacturing cost for contract manufacturers, such as Foxconn and Padget Electronics. Still, it is more complex for those who produce and sell their own branded mobile phones, like Samsung. Sources told Bloomberg that it may have led to disparate accounting assessments of the valuation of each device.
Meanwhile, Samsung, a key LTE equipment provider for India's top mobile operator Reliance Jio, is accused by India's Directorate of Revenue Intelligence of misclassifying remote radio head, a product for deploying RAN (radio access network) of LTE networks, to wrongly avail undue exemption of basic customs duty and evading import duties worth INR17.28 billion, The Economic Times reports.
In an email, a Samsung India spokesperson told Reuters that this is a tax dispute involving the interpretation of the law, and they are reviewing the government notice and exploring legal opinion.
Thanks to Samsung and contract manufacturers for Apple, India has become one of the major mobile phone exporters in recent years. According to data from the India Cellular and Electronics Association, mobile phone exports from India reached US$5 billion during the first seven months of fiscal 2023 (April 2022 to March 2023). Samsung and Apple's contract manufacturers account for exports of US$2.8 billion and US$2.2 billion, respectively.
India Samsung
Samsung sticks to non-artificial production cut despite poor memory sales
India's Anand Group attracts suppliers for EV platform Anevolve
Apple reportedly making parts for AirPods in India


People are asked to guess the outcome of a coin flip. If they guess correctly, they get a reward. However, people only reveal their initial guess after they've seen the outcome of the coin flip. This allows them the possibility to cheat, by lying about their guess.
Hence, we can measure dishonesty by seeing whether the proportion of correct guesses is significantly greater than 50 %.
Does this study really measure dishonesty? Does it not rather measure carelessness? Here's what I mean. Unless you happen to be a complete idiot, if you are invited to such a study, you know what the point of it is. Everyone with a brain can figure out it's an experiment to test your honesty.
oh no, if I lie about my guess, the experiment might conclude that I'm a dishonest person. I don't want that, so let me just play it honestly.
Now, such a person might very well be extremely dishonest ordinarily, but since they are now in a situation where they know their dishonesty is being measured, they'll try to act honestly.
So in this case, the study would conclude such a person is honest, when in fact they are the quite opposite.
I'm a honest person in life ... but this is just a silly, little game, isn't it? Let me just cheat, it'll be fun and I'll get a reward.
This person is honest, but is just having a little fun with the experiment. Yet the experiment would conclude that this person is actually the unethical one.
Am I right? If so, what does that say about all studies that attempt to measure people's ethics. Don't they all suffer from this phenomenon where the bad people know they are being "watched" and try to act good, while the good people don't really care whether or not they are being watched, since they aren't that insecure about themselves and don't feel the need to convince others they are good?
And if so, what other type of experiment would actually be capable of measuring somebody's ethics without committing these fallacies?
Yes, your example is silly. Someone who took that experiment seriously would have a big problem defending it and would probably not get published.
But there are well-planned and adequately subtle ethical experiments. You just have to lie to the subjects. You have to reasonably convince them that you are studying something other than ethical behavior. And the convincing has to be adequately realistic.
For example, a lot of psychology experiments involve competitive games, and a reasonable number of ethical experiments simply repurpose one of those, so that it looks like a replication of the existing study, but track things like taking opportunities to cheat, instead of using the game as it was originally intended.
In ordinary life, people have many incentives for being honest (that includes being watched by other people or by god), and dishonest(various rewards).
And we all perform a balancing act when we choose how to behave.
In this experiement, as you report it, dishonesty is incentivized by the reward, but honesty isnt much incentivised (and isnt for people who ignore probability laws, there are A LOT of such people among gamblers). Therefore the results can be extrapoled for similar life situations.
Each experiment covers a given situation, no experiment covers them all. I suggest you take a look at a similar experiment with bagels , you may also find a good summary of the experiment in freakonomics book.
Welcome, Maroo, interesting question. However, I don't see how the experiment, or its result, proves dishonesty. After all, every participant might be a truth-teller and totally honest and yet the proportion of correct guesses could still be significantly greater than 50 %. Maybe significantly more participants really did guess correctly.
One may have one's doubts about the honesty of (some of) the participants but their dishonesty is certainly not proved by there being significantly more than 50% who reported having guessed the right outcome.
Everyone with a brain can figure out it's an experiment to test your honesty.
Hence, this knowledge will possibly impact their actions during the experiment.
You are - hope this doesn't sound too harsh - mixing statistical probability with unargued empirical assumptions. But you will find your way in philosophy and I hope you continue to contribute to the site.
Does this study really measure dishonesty?
No. This test is too simplistic and unable to distinguish between honesty and genuine faculties such as intuition or organized thinking. A person may opt to compute his initial guesses through an effective algorithm and truthfully disclose his result each time.
In other settings such as discovery in court proceedings, a battery of psychological tests is applied to detect malingering. Since intent is a prima facie element to be proved in many offenses and torts, guilty defendants oftentimes exaggerate their mental state to convince the judge/jury that they did not intend to cause unlawful harm. Likewise, a plaintiff who seeks recovery for intentional infliction of emotional distress may be asked to take such tests to ascertain whether or not the defendant's wrongful conduct truly is the cause (whether proximate or not) of his distress.
This defendant's inability and clear refusal to articulate his alleged interpretation of a proverb contradicts that he felt threatened by it. Otherwise he would have been eager to testify as to his mental state, more so when he eluded his deposition for three months during which he had the chance to organize his thoughts.
The point I am trying to make is that tests for (dis-)honesty often involve more complexity than a survey of unverifiable data.
Can a dogmatic person engage in intellectually honest inquiry?
What do you call someone who values "good" people over "bad" people?


It was time to leave the house (for lunch at Jim's Cheesesteak and the airport) and I still hadn't captured the family portrait I needed to take home with me. John was making a home-repair call, so while Rachel swung Oscar to maintain his good humor for the picture, I snapped off a few shots to test the camera's white balance.
That last sentence was to give you the impression, though false, that I know anything at all about a camera's white balance. I only know the words because Mauri keeps telling me I need to adjust the camera's white balance.
On Rachel's upswing I caught what turned out to be my very best Oscar shot.
This picture is absolutely adorable! What a darling baby!
That is a very, very cute baby!! I'll keep smiling just thinking about his expression! Rachel and John are glowing parents!


Big Huge Games, the company that brought us AoE3:TAD and Rise of Nations among others as well as parent company 38 Studios have been shut down and all staff laid off.
The move comes after disappointing sales from 38 Studios first IP Kingdoms of Amalur: Reckoning, which was being developed by both 38 Studios and BHG with less than half the number of sales needed to break even leaving 38 Studios unable to make loan payments to Rhode Island State government.
There are also reports that staff had not been paid this month and the companies medical insurance had expired.
And that concludes the story of Age of Empires. I hope you enjoyed it while it lasted.
I don't think this thread is titled correctly. How about "Microsoft is closing Big Huge Games' doors.
Microsoft don't own BHG, 38 studios do/did.
I don't think MS ever owned BHG (could be wrong), THQ used to, I think they were independent before that.
Seems like the non-Starcraft RTS is dead.
Wow this is really sad. Kinda having a little hope that they would make another age game but that ends my hopes.
Any chance of BHG doing a new RTS was snuffed when Bryan Reynolds left to join Zynga. That said, this is really a parable about the importance of having a good and compelling STORY for your video game.
I don't know how many people actually tried Kingdoms of Amalur, but I was one of the few who bought it on the strength of the demo. It wasn't a bad game, it was trying to basically create a hybrid of God of War and World of Warcraft, but unfortunately they really failed to deliver in the vibrant and compelling story department. Coming on the heels of Skyrim didn't do them any favors though, either.
I hope you enjoyed it while it lasted..