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A few years ago we made the point (Milne and Bull, 1999) that criminal justice systems around the world seemed unable to accommodate to the needs of special witnesses/victims for example, those with learning disability (which used to be called mental handicap or mental retardation) or those with physical and/or communicative disabilities. One reason for this was the belief, at least in legal circles, that such people were not competent to testify (Milne and Bull, 2001). Given this, police forces decided, in light of their other priorities, not to focus on improving their interviewing skill in this regard. Nevertheless a number of police forces were becoming ever more aware that certain types of vulnerable adults could well be witnessing crime or being targeted as crime victims (e.g. of abuse). If crimes are committed in private (e.g. sexual assault) and the witness is not regarded as credible in court, perpetrators will soon learn how to offend with impunity. In Milne and Bull (1999) we gave an account of how one police force sought to improve the interviewing skills of its of cers, who were investigating alleged abuse of adults with learning disabilities in residential homes. In the advice we offered to the of cers we mentioned the possible use of the CI because we had found it to improve the event recall of such witnesses (Milne, Clare and Bull, 1999). In fact, we had found that use of the CI increased correct recall up to the level of some of our participants from the general population. This nding, and a similar one relating to vulnerable children (Milne and Bull, 1996), is very important because it suggested

Let C = n/4 + 2k n/8. For k 2, it is easy to check that A C B = 2k n/4. Moreover, the maximum relative error obtained for any Y < A is larger than the maximum relative error obtained for Y = A (similarly for Y > B): thus, the value of Y that minimizes the relative error is such that A Y B. Under this hypothesis, |Y B| = B Y and |Y A| = Y A. With simple calculations, we can show that proving (8.4) is equivalent to proving that Y> 9 B 10 Y 11 A. 10

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SHOULD YOUR COMPANY DO AWAY WITH THE BUDGET PROCESS Should budgeting, as most companies practice it, be abolished In effect, should the old-fashioned, slow-to-respond, fixed-performance contract be replaced by a more flexible form of budgeting (along with other types of goals and measures) that tracks the performance of the company relative to its peers and world-class benchmarks It certainly seems to make sense but only to a point This is the focus of Jeremy Hope and Robin Fraser s book, Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap2 Hope and Fraser point out that the same companies that vow to respond quickly to market shifts cling to a budgeting process that slows response to market developments until it is too late Though we agree with the book s premise, a company s financial toolkit will always have room for the traditional budget.

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Organisation s ideal state is one in which a person is physically, mentally and socially well, has a satisfying life, and can be economically productive all notions that require a good level of autonomy. Autonomy is obviously required to carry out a socially useful role (although the level needed will vary dependent upon the role and the society), and the giving or selling of medical commodities though done for a variety of reasons is nevertheless valuable in direct proportion to the increased autonomy brought about in the receivers or purchasers of the commodities. Finally, the ability to adapt to life s changing circumstances is actually a general de nition of autonomy, according to which health just is personal autonomy, and work for health the creation of an ability to thrive (or at least persevere) whatever trauma is suffered.

True, the use of a new, more dynamic form of budgeting such as the rolling forecast is now needed to support more responsive overall corporate strategy development However, the traditional budget will continue to play a role For example, the conventional budget is the most effective tool for controlling costs The use of more flexible budgets and alternative performance measures is becoming more prevalent, as part of the new concept of corporate performance management (CPM) For instance, a survey from CFO Research Services found that three-quarters of companies polled want the capability to develop rolling forecasts A Hackett Group study revealed that most companies have already adopted a balanced scorecard, which combines financial and nonfinancial metrics to track corporate performance As Hope and Fraser correctly point out, companies have a lot of work to do to revamp their budgeting processes and their book provides some valuable insights into this process.

Today s corporate computing environment is a different animal from its ancestors. Typically, enterprise computing environments are:

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Perils of Extremism Hope and Fraser correctly illustrate how, in extreme cases, use of the budget to force performance improvements can lead to a breakdown in corporate ethics People who worked at WorldCom, now bankrupt and under criminal investigation, said CEO Bernard Ebbers s rigid demands were an overwhelming fact of life there You would have a budget, and he would mandate that you had to be 2% under budget, said a person who worked at WorldCom, according to an article in Financial Times last year Nothing else was acceptable WorldCom, Enron,.

Some of the commands described in this book may not be installed when you go to run them. You might type a command and see a message similar to:

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