Primary Role of Intelligence-Led Policing (ILP) Efficacy - 275 Words

Primary Role of Intelligence-Led Policing (ILP) Efficacy (Research Paper Sample) Content: Efficacy of Intelligence-led PolicingNameInstitutionDateIntelligence-led policing (ILP) are mainly applicable to intelligence activities but despite their primary role as an information clearinghouse, they are also applied in other cases like local security and crime prevention. It involves not only intelligence operations but also community-oriented policing and problem solving (Carter, 2005). The all crimes approach includes both terrorist activities and other conventional crimes making crime prevention and terrorism prevention be interrelated and achieved through intelligence-led policing.Using intelligence-led policing not only in intelligence practices is more appropriate than only being applied in intelligence activities only. Blending problem-oriented policing, community-oriented policing and intelligence would be a more practical approach to many criminal activities looking at large-scope problems. Besides relaying information, ILP provides a strategic integra tion of intelligence in the overall mission of organizations (Peterson, 2005). Using a broader intelligence-led policing approach, therefore, serves as t...

It Was Five Minutes Past Mid Night - 2013 Words

It was five minutes past mid-night, Jude was sitting on his computer working on an essay that professor Engle assigned for all of his American History classes. Then suddenly, a video message appeared on his laptop. He was shocked to see his girlfriend tied up in a chair and crying with mascara running down her face. A guy with a mask showed up on the screen, and said: â€Å"If you want to see this pretty face again, you have to show me that you are willing to use your time and brain to get her back.† Jude asked why he was doing this, and the guy simply replied, â€Å"You can say I have a sick obsession with kidnapping girls and putting their boyfriends to the test.† The video disappeared in a blink of an eye. Jude was still in shock, not sure of†¦show more content†¦He walked to a computer and accessed the website that was created. His first task was to find a map that indicated where the state of Palestine is located. Luckily, he knew where the maps were locat ed in the FAU library. Jude felt confident that the first task would be easy; he walked toward the maps, located at the back of the library past the reference collection and near the microfilms. There were so many cabinets that had all kinds of maps in them. He remembered that his history teacher might have mentioned that Palestine and the Middle East are connected in a way. He started reading the labels on each cabinet until he came across a cabinet labeled the Middle East, next to two computers that are used to see the information on microfilms. Jude got a little excited because he thought to there was no way he would not find a map with the country Palestine on it. He took out one map at a time and looked at each one carefully, however, he still had no luck finding a map that had Palestine written on it. He continued reading the labels on the cabinet until he saw a cabinet labeled Asia, and started looking at every map in it, but he had no luck. Jude got so frustrated with himsel f; he took a deep breath and started to brainstorm what his next step should be. He thought to himself what can I use in this library that can be helpful, and the first thing that crossed his mind was the government documents. Which were

Determinants and Effects of Corporate Lobbying †Free Samples

Question: Discuss about the Determinants and Effects of Corporate Lobbying. Answer: Introduction: The labour per transaction, administration and other expenses has increased 41%, 65% and 30% respectively between 2000 and 2005. Moreover, the margins have not been fixed across locations and they vary between -7% and 32%. According to the proposal of the organisation, the operating expenses could be minimised, which could lead to cost savings of $75 million each year. Hertzs plan for diversification in off-transport locations have failed to generate income commensurate with the capital needed to support it. In addition, there is variation in profit margin between -200% and 55% across off-airport locations. The organisation has proposed that the potential savings of $58 million each year could be recognised from this source. The European SGA expenditures as a percentage of revenue for Hertz have been almost thrice greater compared to that of US. According to CDR, the efficiency from this source would be $33 million each year. US RAC fleet costs: The fleet costs of Hertz are greater compared to its competitors. However, such advantage that the rivalry held over the organisation has been projected to be eliminated, which would lead to greater level playing field (Brigham). The spending on capital expenses of Hertz is more compared to that of the competitors. Minimising this to contrasting levels with Avis would lead to savings of $57 million each year. Aligning the incentives of the managers to concentrate on ROIC has been estimated to result in considerable savings to the order of $32 million every year. Overall, CDR has been expecting to develop $255 million each year approximately. In a conservative manner, it is expected that CDR would recognise 50% of its estimations that would amount to $127 million each year approximately. The transaction structure could be depicted as follows: Development of a new special purpose entity, Fleetco that would purchase vehicles from dealers and OEMs and it would fund the purchases through equity from Hertz and ABS The fleet has ensured security to the ABS of Fleetco and agreements of buyback with the car manufacturers (Hill et al.) There would be leasing terms between Fleetco and Hertz, in which the assets of Fleetco mainly comprise of rental cars and cash contribution on the part of the organisation. The lease payments would make interest payments on the debt of ABS. The parent firm has maintained control of HERC along with renting and servicing them. In the first view, the above transaction structure does not have any effect on the operating efficacies generated with the agreement and it seems to influence the financial aspect of the same. The structure of transaction has been developed to increase the financing accumulated through the fleet of RAC along with tapping the ABS market. On critical evaluation, it could be observed that CDR intended to accomplish the following with this structure: Business stability without any worry of restructuring due to downturns Allowing for volume purchases for mitigating cyclic and seasonal fluctuations in car rental activity CDR intends to obtain adequate liquidity for enabling opportunities to ensure future growth and diversification without refinancing Minimising the overall cost of capital in contrast to the existing capital structure of Hertz The value estimated to be obtained from operational efficiencies have been reliant on the ability of CDR for undertaking decisions without emphasising on putting short-term penalties and independence from the parent in relation to business decisions. The vision has been wider and it relies on full autonomy and flexibility, which has been gathered from this structure. Using this structure and the ability to undertake business decisions without having to repurchase from the parent firm, CDR could minimise the costs of labour (Karadag). It need not have to worry about backlash from the employees of RAC on-airport segment, shutting down RAC off-airport locations and aligning the incentives of the managers in concentrating on major metrics like ROIC. The estimated sources of value comprise of the following: US on-airport segment, in which the margin raises through productivity gains offsetting the cost inflation Off-airport segment, in which the market share is anticipated to increase because of extended penetration of replacement segment (Petty et al.) European and international RAC, in which the steady volume growth and cost volume along with enhancements in margin projected from lessening the gap between US and non-US performance contrasting cost categories HERC, in which the margin improvements for EBITDA have aroused from capital efficiency and leverage of SGA. According to the provided case study, there is an increase of gross EBITDA for RAC each year and the trend is similar in case of adjusted EBITDA as well. The adjusted EBITDA of RAC has been increasing at a rapid pace. Therefore, it could be stated that the value would be raised generated from the improvements of operating efficiency. The Hertz Corporation Particulars Value cost of equity 6.46% Growth rate 3% Share price 17.98 The overall above table mainly depicts the relevant share price of Hertz Corporations, which could help in identifying the relevant equity value of the company. In addition, with the use of DCF method overall share price of Hertz Corporation is mainly identified at 17.98. After seeing the overall valuation of Hertz, it could be advice to CDR for acquiring the company to improve its current operations capability. In addition, Hertz has been operating its renting activities from more than 7,400 locations in 150 countries. The company has provided net income of 365.5 million, while its revenue was around 6.7 billion. This could eventually help boost revenue and profit growth of CDR. Due to the rising revenue of Hertz, Ford was able to generate higher revenue of 17.7 billion in 2004. Therefore, CDR could directly use the valuation for bidding adequately for the acquisition of Hertz, which could directly improve its overall profitability. References: Brigham, Eugene F., and Michael C. Ehrhardt. Financial management: Theory practice. Cengage Learning, 2013. https://books.google.co.uk/books?hl=enlr=id=dKk9wU3M-KoCoi=fndpg=PR3dq=Brigham,+Eugene+F.,+and+Michael+C.+Ehrhardt.+Financial+management:+Theory+%26+practice.+Cengage+Learning,+2013.ots=yYEVx6DJ-Qsig=ZYhPJ3z_Hyxm4NYQ1Go985Y9RWo#v=onepageq=Brigham%2C%20Eugene%20F.%2C%20and%20Michael%20C.%20Ehrhardt.%20Financial%20management%3A%20Theory%20%26%20practice.%20Cengage%20Learning%2C%202013.f=false Hill, Matthew D., G. Wayne Kelly, G. Brandon Lockhart, and Robert A. Ness. "Determinants and effects of corporate lobbying." Financial Management 42, no. 4 (2013): 931-957. https://www.researchgate.net/profile/G_Lockhart/publication/228239308_Determinants_and_Effects_of_Corporate_Lobbying/links/0c9605233c1c6eb80d000000/Determinants-and-Effects-of-Corporate-Lobbying.pdf Karadag, Hande. "Financial management challenges in small and medium-sized enterprises: A strategic management approach."Emerging Markets Journal5, no. 1 (2015): 26. https://emaj.pitt.edu/ojs/index.php/emaj/article/viewFile/67/239 Petty, J. William, Sheridan Titman, Arthur J. Keown, Peter Martin, John D. Martin, and Michael Burrow.Financial management: Principles and applications. Pearson Higher Education AU, 2015. https://books.google.co.uk/books?hl=enlr=id=WyviBAAAQBAJoi=fndpg=PP1dq=Petty,+J.+William,+Sheridan+Titman,+Arthur+J.+Keown,+Peter+Martin,+John+D.+Martin,+and+Michael+Burrow.+Financial+management:+Principles+and+applications.+Pearson+Higher+Education+AU,+2015.ots=qqPe1JruQwsig=CC8470VAhIRRtgPjDIa9dM4liqc#v=onepageq=Petty%2C%20J.%20William%2C%20Sheridan%20Titman%2C%20Arthur%20J.%20Keown%2C%20Peter%20Martin%2C%20John%20D.%20Martin%2C%20and%20Michael%20Burrow.%20Financial%20management%3A%20Principles%20and%20applications.%20Pearson%20Higher%20Education%20AU%2C%202015.f=false