Friday, May 22, 2020

Profile of Serial Killer Debra Brown

In 1984, at age 21, Debra Brown became involved in a master-slave relationship with the serial rapist and killer  Alton Coleman. For two months, during the summer of 1984, the couple left victims across several Midwestern states, including Illinois, Wisconsin, Michigan, Indiana,  Kentucky, and Ohio. Alton Coleman and Debra Brown Meet Prior to meeting Alton Coleman, Brown showed no violent tendencies  and had no history of being in trouble with the law. Described as being intellectually disabled, possibly due to a head trauma suffered as a child, Brown quickly came under Colemans spell and a master-slave relationship began. Brown ended a marriage engagement, left her family and moved in with 28-year-old Alton Coleman. At the time, Coleman was facing trial on sexual assault charges of a 14-year-old girl. Fearing that he would likely go to prison, he and Brown decided to take their chances and hit the road. Blended Into Local Communities Coleman was a good con man and a smooth talker. Rather than target victims outside of their race, where their chances of being noticed were greater, Coleman and Brown stayed close to predominately African-American neighborhoods. There, they found it easier to befriend strangers, then assault and sometimes rape and murder their victims, including children and the elderly. Vernita Wheat was the 9-year-old daughter of Juanita Wheat from Kenosha, Wisconsin, and the first known victim of Coleman and Brown. On May 29,  1984, Coleman abducted Juanita in Kenosha and took her 20 miles away to  Waukegan, Illinois. Her body was discovered three weeks later in an abandoned building located close to where Coleman was living with his elderly grandmother. Juanita had been raped and strangled to death. After conning their way through Illinois, they headed to Gary, Indiana, where on June 17, 1984, they approached 9-year-old Annie Turks and her 7-year-old niece  Tamika Turks. The girls were headed home after visiting a candy store. Coleman asked the girls if they wanted free clothing, to which they answered yes. He told them to follow Brown, who led them to a secluded, wooded area. The couple removed the younger childs shirt and Brown ripped it into strips and used it to tie up the girls. When Tamika began to cry, Brown held the childs mouth and nose. Coleman stomped on her stomach and chest, then threw her lifeless body into a weeded area. Next, both Coleman and Brown sexually assaulted Annie, threatening to kill her if she did not do as they instructed. Afterward, they choked Annie until she lost consciousness. When she awoke, she discovered her attackers were gone. She managed to walk back to a road, where she found help. Tamikas body was recovered the following day. She had not survived the attack. As the authorities were uncovering Tamikas body, Coleman and Brown struck again. Donna Williams, 25, of Gary, Indiana, was reported as missing. Almost a month later, on July 11, Williams decomposing body was found in Detroit, along with her car parked a half a mile away. She had been raped and the cause of death was ligature strangulation. The couples next known stop was  on June 28, in Dearborn Heights, Michigan, where they walked into the home of Mr. and Mrs. Palmer Jones. Mr. Palmer was handcuffed and severely beaten and Mrs. Palmer was also attacked. The couple was fortunate to survive. After robbing them, Coleman and Brown took off in the Palmers car. The couples next attack happened after their arrival in Toledo, Ohio on the holiday weekend of July 5. Coleman managed to worm his way into the home of Virginia Temple, who was the mother of a household of small children. Her oldest was her 9-year-old daughter Rachelle. The police were called to Virginias home to do a welfare check after her relatives became concerned after they did not see her and she did not answer her phone calls. Inside the home, the police found Virginia and Rachelles bodies, who had both been strangled to death. The other younger children were unharmed but frightened from being left alone. It was also determined that a bracelet was missing. Following the Temple murders, Coleman and Brown did another home invasion  in Toledo, Ohio.  Frank and Dorothy Duvendack were tied up and robbed of their money, watches, and their car. Unlike others, the couple was fortunately left alive. On July 12, after being dropped off in Cincinnati by the  Reverend and Mrs. Millard Gay of Dayton, Ohio, Coleman and Brown raped and murdered Tonnie Storey of  Over-the-Rhine (a working-class neighborhood of Cincinnati). Storeys body was discovered eight days later. Underneath it was the bracelet that was missing from the Temple home. Storey had been raped and strangled to death. FBI Ten Most Wanted On July 12, 1984, Alton Coleman was added to the FBI Ten Most Wanted list as a special addition. A major national manhunt was launched to capture Coleman and Brown. More Attacks Being on the most wanted FBI list did not seem  to slow down the couples murder spree.  On July 13, Coleman and Brown went from Dayton to Norwood, Ohio on a bicycle. Not long after arriving, they managed to get inside the home of Harry and Marlene Walters on the ruse that they were interested in buying a trailer that Harry Walters was selling. Once inside the home, Coleman struck Harry Walters over the head with a candlestick, rendering him unconscious. The couple then viscously raped and beat Marlene Walters to death. It was later determined that Marlene Walters had been beaten on the head at least 25 times and Vise-Grips had been used to lacerate her face and scalp. After the attack, the couple robbed the home of money and jewelry  and stole the family car. Kidnapping in Kentucky The couple then fled to Kentucky in the Walters car and kidnapped a Williamsburg college professor, Oline Carmical, Jr. They placed him in the trunk of the car and drove to Dayton. There, they left the stolen car with Carmical  inside the trunk. He was later rescued. Next, the couple returned to the home of  Reverend and Mrs. Millard Gay. They threatened the couple with guns, but left them unharmed. Coleman and Brown stole their car and headed back close to where they started their killing spree in Evanston, Illinois. Before their arrival, they carjacked and murdered  75-year-old Eugene Scott in Indianapolis. Capture On July 20, Coleman and Brown were arrested without incident in Evanston. A  multi-state coalition of police formed to strategize on how to best prosecute the couple. Wanting the pair to face the death penalty, authorities selected Ohio as the first state to begin prosecuting them both. No Remorse In Ohio, Coleman and Brown were sentenced to death in each case of the aggravated murders of Marlene Walters and Tonnie Storey. During the sentencing phase of the trial, Brown sent the judge a note which read, in part, I killed the bitch and I dont give a damn. I had fun out of it. In separate trials in Indiana, both were found guilty of murder, rape, and attempted murder. Both received the death penalty. Coleman also received 100 additional years and Brown received an additional 40 years on charges of kidnapping and child molesting. Alton Coleman was executed on April 26, 2002, by lethal injection at the Southern Ohio Correctional Facility in Lucasville, Ohio. Browns death sentence in Ohio was later commuted to life because of her low IQ scores, her non-violent history prior to meeting Coleman, and her dependent personality that made her susceptible to Colemans control. Currently in the Ohio Reformatory for Women, Brown still faces the death penalty in Indiana.

Sunday, May 10, 2020

Econ2103 Tutorial Questions - 1354 Words

Australian School of Business School of Economics ECON 2103 BUSINESS AND GOVERNMENT SEMESTER 2, 2013 LECTURE SCHEDULE (WEEKS 7-12) AND TUTORIAL PROGRAM (WEEKS 8-13) 1 Econ 2103 Weeks 7 to 12 Lectures The second half of the course will look at some of the challenges, complex questions and conflicting forces faced by government in designing and implementing policy. The lectures will examine the issues faced by government in the areas of (1) redistribution of income (2) taxation (3) affordable housing (4) aging of the population (5) privatisation ( 6) wage regulation Lecture Schedule Lectures start in Week 1and finish in Week 12. Location: Monday 5 – 7pm CLB5 The lecturer for Weeks 7-12 is: Peter Nichols ASB465 Ph: 9385†¦show more content†¦4 Week 9 23 -27 September Government and Tax Review Questions 1. Define vertical and horizontal taxation inequality. 2. Give examples of how vertical and horizontal tax inequity may occur 3. Distinguish between tax evasion and tax avoidance? 4. Why is the GST (in Australia) an example of a regressive tax? 5. How might goals of redistribution through the tax system conflict with the goal of economic growth Discussion Question 7 Explain some of the challenges faced by the Australian Government in maintaining an equitable and sustainable tax system. In your answer you may refer globalisation, political lobby groups, an aging population, tax avoidance or any other relevant issue. 5 Week 10 7-11 October Government and Affordable Housing Review Questions 1. Define the term â€Å"housing stress† 2. Name three factors impacting on the affordability of home ownership 3. Explain some factors impacting on the relationship between age and household tenure in Australia 4. Explain some of the factors behind the shortage of rental accommodation available to low income households. Is this shortage higher or lower in Sydney than in other capital cities? 5. Outline three ways in which government may attempt to make housing more affordable to low income families. Discussion Question 8 (a) What is meant by the term â€Å"affordable housing† ? (b) Is housing in Sydney more or less affordable now than

Wednesday, May 6, 2020

The Increasingly Complex World of air Travel Free Essays

In the increasingly complex world of air travel, the work of the air traffic controller is becoming increasingly vital. It is the task of these professionals to ensure the safety of all air passengers and personnel by coordinating the system of aircraft leaving and arriving at the airport. With increasing amounts of aircraft and narrower margins between arrival and departure times, it is becoming increasingly important to carefully coordinate and control air traffic. We will write a custom essay sample on The Increasingly Complex World of air Travel or any similar topic only for you Order Now Generally, air traffic controllers serve under the Federal Aviation Administration (FAA). This agency is part of the Federal Government. The nature of the job, as mentioned above, is complex and requires precise cooperation of a team. The radar associate controller for example organizes flight plans to ensure that more than one aircraft does not schedule arrival and/or departure times for the same period. When a particular team’s airspace is left, responsibility for its flight path and safe arrival is delegated to the following control team. Other elements that need to be taken into account in terms of continued flight safety include weather conditions and other aircraft in the vicinity. Coordination therefore needs to meticulous not only within each control team, but also between different airport teams and the pilots themselves. Being involved in air traffic control requires a particular set of skills in employees. The ability to make quick decisions needs to be complimented with clear thinking and memory skills. Furthermore, air traffic controllers need to be highly skilled in electronic communications equipment, along with the necessary articulate skills to communicate necessary information quickly and clearly to pilots (U.S. Dept. of Labor, 2006). The entire system is overseen by the Air Traffic Control Systems Command Center, located in Herndon, VA. Several air traffic controllers work here in coordinating the management of the entire air traffic control system. The Center is burdened with the task of identifying any problems such as bottlenecks or time table problems in the system. These problems are then solved with an appropriate management plan. This overall managing body provides the air traffic controllers under them with the necessary management strategies to facilitate their complex task (U.S. Dept. of Labor, 2006). In order to further simplify the complexity of air traffic control by means of management, the National Airspace System (NAS) Architecture is an automated system implemented by the FAA. This long-term strategic plan is aimed at increased efficiency in air traffic control by helping employees in their work with increased air traffic. Through NAS Architecture, the FAA and the aviation community are enabled to continue plans and discussions relating to modernization in the system. It is clear that very complex management systems are needed to create a safe and secure travel experience for all passengers and personnel using air traffic. Managerial accounting is a vitally important part of this process. If adequate accounting systems are not in place, air traffic control cannot possibly function either efficiently or adequately. Efficient accounting systems are therefore a very important part of management in air traffic control systems. Several systems are in place to facilitate cost accounting in the profession. The Cost and Performance Management Charter (C/PM) is one of these systems. Its vision includes strategies to increase the efficiency of operations through measurement and information for easier decision making. On an executive level, accountability for the success of the organization is shared by all leaders within each section of the air traffic control system. In terms of improvement, employees are encouraged to identify possibilities for improvement within the workplace and the system as a whole. Such encouragement occurs through rewards for identifying such improvement opportunities. This includes areas where funds can be more efficiently applied to improve the process of air traffic control. The working conditions of employees are furthermore made as pleasant as possible by informing individuals of their particular contribution to the general goals of the organization within which they function. This ensures that employees provide their workplace with more value through an understanding of how such value occurs through their work. The understanding of value also provides employees with a higher level of satisfaction and pride in their work, and the number of valuable employees leaving their work for reasons other than retirement is reduced. This helps to reduce the cost of hiring new employees and the concomitant training costs. Performance improvements like those mentioned above entail certain costs and resource allocations in order to optimize such improvements. The role of C/PM entails a framework for the integration of goals, planning and budgeting in the initial phases, while outputs, results and activities for achieving the planned outcomes are monitored on a continuous basis. C/PM therefore plays the dual role of planning and implementing strategies while also monitoring the results of the initial planning setups. In short, money is related to the results achieved. Resources are to be used effectively and efficiently in accomplishing the mission of air traffic control. What this means specifically for air traffic controllers, is that each individual is to be made aware of his or her particular role in ensuring the safety of all air traffic users. In terms of cost accounting, the work situation and abilities of each employee should be taken into account when planning resources use issues. Overtime pay incentives and personnel shortages should for example not take precedence over the general health of employees making use of overtime opportunities. The health of air traffic controllers is of vital concern for the mission of air traffic safety. If a personnel member is not healthy, he or she is a safety risk, and no cost-cutting strategy should be used at the risk of safety. Labor is therefore one of the most important aspects of cost accounting for the FAA. Air traffic control is a fairly well-compensated job. Benefits include overtime pay, and the working conditions are pleasant. At approximately 78% of the FAA’s operations costs, labor makes up around 45% of the Agency’s total costs. It is therefore important to ensure that these funds are applied in an effective and efficient manner that ensures the optimal safety of all air traffic users. In ensuring one of the primary objectives of the FAA, namely air safety, air traffic controllers are the Agency’s most important business asset. Nevertheless, it is also true that there has been limited specific visibility regarding key projects within the industry. This means that little monitoring has taken place on the actual time spent on these projects, the labor hours provided, and the quality of the outcomes. If an efficient cost accounting system (CAS) is to be implemented, it is certainly necessary to improve cost and performance management and incentives within the air traffic control industry. A newly implement labor distribution reporting system will improve visibility by obliging all involved, from executives to employees, to report on the actual time spent on projects and tasks. This will give a clearer account of actual costs, performance and outcomes, providing managers with opportunities to make improvements where necessary. In the process however it is also important to keep in mind a non-threatening management system. Employees, as seen above, should be specifically informed of the necessity and benefits of any newly implemented system to facilitate the transition and change necessary. Strengthening the CAS will result in a better understanding and management of overall costs, thus providing better control of cost growth. This is sound business, as cost growth control will also mean price control and an increase in the customer base. Existing customers will also be more likely to return if they experience a continuous effort by management to maintain the lowest possible air travel costs while ensuring optimal safety standards. The ABA is the corporate leader that monitors and reviews the performance of the FAA. Performance information is then used to identify possible areas of improvement. A two-way system of communication is therefore provided from the topmost level of management through to the most basic of employees. The system of reward rather than punishment for identifying areas of possible improvement is also a great incentive for employees to remain open in their communication to management. A non-threatening system of communication regarding labor performance reporting and other such implementations will also help to maintain visibility on the true costs and outcomes of certain projects. While it is important to maintain open communication channels in almost all organizational setups, it is seldom as vitally important as in the air traffic control industry. It should always be at the forefront of attention of all involved that lives are at stake. A single mistake can result in great tragedy. All employers and employees in the industry should therefore constantly be acutely aware of the fact that communication and improvement are continuously required. Communication is the most important key aspect in the air traffic control industry. It is vitally important that employees in this profession use their communication skills efficiently and accurately (U.S. Dept. of Labor, 2006). In terms of cost and management, these skills are valuable assets in optimizing the performance of the industry. When communication is accurately used, costs and outcomes can be managed in such a way as to optimize the experience not only of air traffic users, but also of all employees and managers in the industry. How to cite The Increasingly Complex World of air Travel, Essay examples