Part 1 The book for this course isCriminal-Law-OER.pdf Chapter 41. If the law requires an intentional act to constitute a crime, can failing to act be a crime? What does the law say about Omissions to Act? Is there a duty to act for everyone in society? Give an example of when and how failing to act can be a crime.2. Tom leaves for work at 5:00am every morning while it is still dark outside. Julie is distraught and angry at her husband and decides she is going to kill their young child. Julie places her child behind Tom’s tire at 4:30am. When Tom leave for work, he backs up and doesn’t see the child. The child dies.Who is the factual cause of the child’s death? Explain your answer.Who is the legal cause of the child’s death? Explain your answer.Who would be charged with a crime in this example?Chapter 51. What is the “Choice of Evils” defense? List and describe the three elements required for this defense. Provide an example of a situation in which this defense might apply.2. What is the Duress Defense? List and describe the three elements required for the duress defense. Provide an example of a situation in which this defense might apply.Part 2Walker, Samuel & Katz, Charles,The Police In America, An Introduction, 9thEdition, McGraw Hill 1. Explain three theories that have been used by researchers to understand police organizational structures and operational strategies.2. Explain the concept of a police subculture in detail.Part 3These are the materials you will need for this course: Swanson, C., Chamelin, N., Territo, L., & Taylor, R.Criminal Investigation, 11th Edition, McGraw-Hill What are the six interrogatory and basic investigative questions? In a photo lineup what are “fillers” and why are they used? What is CODIS and how does it help solve crime?part 4These are the materials you will need for this course: Samaha, J.Criminal Procedure, 10th, Cengage.Chapter 9 -Perry v. New Hampshire Was the show-up accidental? Explain your answer. Summarize the majority opinions arguments supporting its decision that the Manson two-prong test does not apply to the show-up. Summarize Justice Sotomayor’s arguments that the Manson test should apply. In your opinion should the Manson two-prong test apply to the show-up? Back up your answer with arguments from the facts and SCOTUS opinion(s). How does SCOTUS address the innocence and evidence-based decision-making ideals? Explain your answer.Chapter 10 -Hudson v. Michigan List the relevant facts regarding the police entry into Booker T. Hudson’s home. Summarize the majority’s reasons for creating the “knock-and-announce” exception. Summarize the dissent’s reasons for opposing the “knock-and-announce” exception. Summarize Justice Kennedy’s concurring opinion. What is the significance of his opinion? Explain. In your opinion, who has the better argument? Defend your answer.

Could someone answer several questions of the following? Just please answer what you make sure, don’t need all of them:

Too little, you may miss your milestone and next round will be costly, if available at all

Too much, current round is too costly. Too much dilution and tendency to waste it.

Like Goldilocks, it should be just right.

Market for capital is very cyclical.

Reached $100 billion is 1999, and dropped to $10 billion by 2009, and was not exceeded again until 2018 and 2019. This year? Who knows but it won’t be much.

How to determine needs?

TRADITIONAL – Build a cash flow statement projection. Generally out 4 to 5 years. Always do monthly or at least quarterly. Why?

Seasonality. Can kill companies. Think of a snowboard company that one of my students had. Received lots of money in winter. None in summer. But when did he need to buy materials? Yup, in the summer. Better have saved enough cash or was able to finance it.

Determine your key drivers/assumptions of cash flow growth.

STARTUP – Revenues and expenses highly variable and subjective, especially revenues.

Many factors are binary, as there are many ways to go. Think of coming to a series of forks in the road. Rather than a normal distribution like this: (See the picture -1)

It’s either a winner or loser, not much middle ground.

Some do 2 or 3 projections.

– most likely scenario

– worst case scenario

– best case (but why bother with this one?)

Be careful with spreadsheets, they may imply a fake sense of precision. That doesn’t mean don’t do one. Just understand the limitations and assumptions. Be flexible, not rigid. Use high level quick and dirty projections as a gut check.

What absorbs the most capital?

1) Obviously capital assets. Equipment, buildings, vehicles, but also patents. Lease if you can. You can even lease (license) a patent rather than reinvent the wheel. Lease rates may seem high but they’re cheaper than VCs. Also capital assets are less these days.

Use the cloud for computer hardware/software. Generally incurred up front first year, unless deferred thru leasing (preferred).

2) Product development. R&D. Cost of engineers and developers. Less upfront than capex but mostly in early years 1-3.

Least deferrable, must be paid. #1 priority. Without it you have no product.

3) Sales & marketing. Engineers often forget this or don’t think it’s important. “Build the best mousetrap and they will come.” Not!

Often the biggest component of expense. Comes later. Years 2-4. Can be deferred but revenue growth will suffer.

4) Working capital (inventory & receivables). Also often overlooked. Cash versus accrual problem when projecting. Also can be very seasonal. Think farmers, ski resorts, campgrounds, sports. Affects all growing businesses all years.

5) Lastly leadership and admin. Most discretionary as leaders & execs can take equity vs. cash. Often paid out greatest in exit strategy.

See working capital models on pages 86 & 87 in the book. Ex. 4.2 and 4.3. See how growth sucks up capital.

If you can, develop a business model with positive working capital cash flows:

1) Gift cards

2) Loyalty programs. Points paid up front.

3) Some grocery stores, retailers, Walmart, although generally only if you are big. small guys must pay cash.

4) Insurance companies

5) Amazon (over 100 days!)

How do investors view the 5 spending buckets?

1) Capital assets? Nay. They would rather you lease.

2) R&D. Essential. High returns. These are the creators.

3) Leadership & admin. Leaders yes. Admin no. Outsource your HR, IT, and accounting.

4) Working capital. No. Deadweight. They won’t invest in businesses with negative 180 days working capital.

5) Sales & marketing. Almost as essential as R&D.

Click into this topic to discuss the mini cases in the pictures.(See the picture -2,-3,-4)