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Welcome to the Millionaire Car Salesman Podcast, where we bring you inspirational stories, tips, and insights from some of the most successful automotive professionals and entrepreneurs! In this episode, your host Sean V. Bradley, is joined by a true automotive leader, Nicholaos Gouvouniotis, the man behind the curtain of a billion-dollar dealer group. Nicholaos shares his incredible journey of turning around underperforming dealerships and achieving record-breaking sales numbers! He emphasizes the significance of fostering an exciting and motivating environment for the sales team and the importance of aligning everyone with the same goals and processes.During the conversation, Sean and Nicholaos delve into the profound changes they've witnessed in the automotive industry over the past 25 years and the critical role of team building! They highlight on the need for process integrity and underscore the value of comprehensive training in all dealership departments. Nick offers valuable advice to sales managers, encouraging them to maintain open communication with their superiors and explore rehashing declined deals and missed opportunities as a means to sell more cars.Throughout this episode, listen as they passionately emphasize the significance of setting clear objectives and cultivating a positive and productive work environment. Tune in to gain profound insights from a seasoned industry leader who has consistently driven success through his unwavering dedication to excellence! Key TakeawaysCreating an exciting and motivating environment for the sales team is crucial for successProcess integrity is essential for achieving consistent resultsTraining should encompass all aspects of the sales process and include product knowledge, communication skills, time management, and marketing strategiesReverse engineering desired results and aligning everyone with the same goals is key to achieving successOwners and managers need to lead by example and be actively involved in the training and development of their teams \"Perception is everything. Change the way people perceive things and you can change their actions and results.\"  - Sean V. Bradley \"Not all training is the 'right' training. Dealerships need to train on all aspects of the sales process and provide ongoing support and development.\"  - Sean V. Bradley  About Nicholaos GouvouniotisNicholaos Gouvouniotis, is a distinguished figure in the automotive industry, boasting an extensive career that has seen them excel in pivotal leadership roles. He has held high management roles within the dealership, such as the Chief Operations Officer at Antwerpen Automotive Group, they oversee operations across an impressive 12 franchise brands, including major names like Toyota, Hyundai, and Chevrolet. Additionally, his experience as the Regional Director of Operations at Camping World involved spearheading the development of new locations, staff recruitment, and training. Nicholas's multi-faceted expertise is exemplified by his time spent as the Multi-Store General Manager at Gateway Kia Auto Group, where they masterminded substantial sales growth and positioned the group as one of the nation's top dealerships, and as Vice President of Operations at Action Auto Group, Nicholas's visionary leadership revitalized the organization and contributed to its success. Throughout their career, their dedication to fostering excellence and driving results has been a consistent hallmark!   The Evolution of the Automotive Industry: Insights from a Billion Dollar Dealer Group COOThe automotive industry has undergone significant changes over the past quarter century. From the reputation of car dealerships to the advancements in technology and the increase in gross margins, the industry has evolved in many ways. To gain insights into these changes and understand how dealerships can succeed in the current landscape, I had the opportunity to interview Nicholaos Gouvouniotis, the Chief Operating Officer of a billion-dollar dealer group with extensive experience in operations and variable ops.?The Changing Reputation of Car DealershipsOne of the most notable changes in the automotive industry is the improvement in the reputation of car dealerships. In the past, there was a negative stigma associated with car salespeople, but that perception has significantly improved over the years. Gouvouniotis shared his experience of witnessing this change, stating, \"I'm offended now when people have a negative connotation or a negative stigma of the automotive industry because there are more priests and police that have drama chaos and you don't see Geraldo Rivera jumping out of the bushes doing an expose on car dealers nowadays.\"This shift in perception is a result of the industry's efforts to improve transparency and customer service. Dealerships have become more educated and aware of the importance of providing a positive buying experience. Gouvouniotis emphasized the need for transparency and building trust with customers, stating, \"The consumer was a different animal coming in the door, and trust and building that rapport was a completely different world.\"?The Importance of Team and CultureGouvouniotis highlighted the significance of building a strong team and creating an exciting and motivating work environment. He shared his experience of turning around a dealership with 130 car salespeople and transforming it into the number one dealership in the nation, averaging 700-800 new car sales per month. He attributed this success to the team's unity and shared mission.To create an exciting work environment, Gouvouniotis emphasized the importance of celebrating individual and team achievements. He mentioned the practice of recognizing top performers and sharing their success stories with the entire team. By doing so, he created a sense of camaraderie and motivation among the salespeople.?The Role of Process and TrainingGouvouniotis stressed the importance of having a well-defined process and providing comprehensive training to dealership staff. He mentioned that many dealerships lack process integrity, which leads to high attrition rates and inconsistent results. He advised dealerships to focus on training their staff on the dealership's specific process and holding them accountable to it.He also emphasized the need for ongoing training and development, not just for salespeople but also for managers and executives. Gouvouniotis mentioned the importance of training on various aspects, including customer service, time management, marketing, and communication skills. He highlighted the need for dealerships to invest in comprehensive training programs that cover all aspects of the business.?Leveraging Opportunities for Immediate Results?When it comes to generating immediate results, Gouvouniotis suggested focusing on three key areas: the sales floor, the business development center (BDC), and the finance department. He advised salespeople to revisit declined deals and explore opportunities for co-signers or alternative financing options. He also recommended reviewing old leads and missed opportunities in the BDC to identify potential sales. Additionally, he suggested leveraging the finance department to identify potential deals that were declined due to financing issues.?Conclusion and Future OutlookThe automotive industry has evolved significantly over the past quarter century, with improvements in reputation, technology, and gross margins. To succeed in this changing landscape, dealerships must focus on building strong teams, creating an exciting work environment, and implementing well-defined processes. Ongoing training and development are crucial for all dealership staff, from salespeople to managers and executives.Looking ahead, Gouvouniotis emphasized the importance of staying adaptable and embracing new technologies and strategies. He encouraged dealerships to continue investing in training and development to keep up with the evolving industry. By doing so, dealerships can position themselves for long-term success and maintain a positive reputation in the eyes of customers.In conclusion, the automotive industry has come a long way, and dealerships have the opportunity to thrive by prioritizing team development, process integrity, and ongoing training. By embracing these principles, dealerships can navigate the ever-changing landscape and achieve sustainable success in the automotive industry.  Resources:Dealer Synergy & Bradley On Demand: The automotive industry's #1 training, tracking, testing, and certification platform and consulting & accountability firm.The Millionaire Car Salesman Podcast: is the #1 resource for automotive sales professionals, managers, and owners.  Also, join The Millionaire Car Salesman Facebook Group today!The Against All Odds Radio Show: Hosting guests that have started from the bottom and rose to the top.  Also, join The Against All Odds Radio Show Guests & Listeners Facebook Group for the podcasted episodes.For more interactivity, join The Millionaire Car Salesman Club on Clubhouse. Win the Game of Googleopoly: Unlocking the secret strategy of search engines. The Millionaire Car Salesman Podcast is Proudly Sponsored By: Dealer Synergy: The #1 Automotive Sales Training, Consulting, and Accountability Firm in the Automotive Industry! We have been building Internet Departments and BDCs for over two decades! It is this experience that has allowed us to develop the absolute best automotive Internet Sales, BDC, and CRM solutions for car dealerships. We have created the most effective training programs and processes. Phone scripts and rebuttals are our specialties, while CRM action plans, strategies, and templates are our expertise! Dealer Synergy will take both your tools and your people to the next level.Bradley On Demand: Automotive Sales Industry's #1 Interactive Training, Tracking, Testing and Certification Platform. With over 7,500 training modules, our platform has everything you and your dealership need to sell more cars, more often and more profitably!Money Mind Mapp (M3): Visit MoneyMindMapp.com for help in revolutionizing your business to help you sell more cars by tracking, projecting, and forecasting your personal sales goals!

xiii pages, [v]-xvi, 342 pages : (8vo)

xiii pages, [v]-xvi, 342 pages : (8vo)

xiii pages, [v]-xvi, 342 pages : (8vo)

xiii pages, [v]-xvi, 342 pages : (8vo)

xiii pages, [v]-xvi, 342 pages : (8vo)

COST REDUCTION AND MANAGEMENT IMPROVEMENT IN GOVERNMENT OPERATIONS RDP80B01676R000200050004-3

This monograph examines the potentially of creating a rapid deployable joint task force augmentation cell (DJTFAC) in the newly created United States Northern Command (NORTHCOM) to facilitate providing military support to civil authorities (MACA) during consequence management (CM) operations. It examines the complex domestic operational environment created by the interaction and friction of geography and regional dynamics, the political realm, social expectation, and legal constraints inherent to interagency operations at the federal, state, and local levels, while operating within NORTHCOM's AOR. The monograph introduces the concept of the Deployable Joint Task Force Augmentation Cell (DJTFAC) as an option for the combatant commander to facilitate CM operations of his standing or designated joint task forces. It uses the USPACOM and USSOUTHCOM models to illustrate the capabilities and limitations of this type of organizations.

This monograph examines the potentially of creating a rapid deployable joint task force augmentation cell (DJTFAC) in the newly created United States Northern Command (NORTHCOM) to facilitate providing military support to civil authorities (MACA) during consequence management (CM) operations. It examines the complex domestic operational environment created by the interaction and friction of geography and regional dynamics, the political realm, social expectation, and legal constraints inherent to interagency operations at the federal, state, and local levels, while operating within NORTHCOM's AOR. The monograph introduces the concept of the Deployable Joint Task Force Augmentation Cell (DJTFAC) as an option for the combatant commander to facilitate CM operations of his standing or designated joint task forces. It uses the USPACOM and USSOUTHCOM models to illustrate the capabilities and limitations of this type of organizations.

Increasing environmental performance in munition demil during 50 years After World War II surplus munition in Sweden was dumped in lakes, mines and in the open sea. During the late 60's environmental concerns led to a ban on dumping. OB/OD therefore became the main method for demil of munitions. Growing environmental concern in the 70's resulted in a small scale start of industrialized demil which during the 80's steadily increased. During the 90's demilitarization of munition has been characterized by focus on recovery, reuse and recycling. This is due to a more rigorous environmental legislation coupled with an awakening environmental awareness in the Armed Forces and the discovery that an environmentally adapted demil process can be economically beneficial compared to OB/OD. A high degree of resource recovery and reuse (R3) is now obtained in the demil process, but some problems remain e.g. smoke and illuminating ammunition. Some approaches to handle these challenges are discussed. The problem with the old dump sites are also discussed: a survey has been performed in order to locate the numerous sites and measures are taken to investigate the risk for ecological effects. The dumped ammunition also constitutes a potential safety problem at some of the locations, both with regard to unintentional handling by the public and by potential detonation of unstable munition. (Some results from examination of dumped ammunition are presented).

The requirement for strong internal controls to eliminate waste, fraud, abuse, and mismanagement in the Federal Government has been mandated by law and Presidential policy. However, there are events which indicate that there may be important weaknesses in the internal controls for medical supply operations within Navy Medical Command activities. This thesis describes a research effort which evaluates the control system to determine if there are areas in which stronger controls could result in improved effectiveness, efficiency and economy of operations within medical material management operations. The major approach is an analysis of the existing control systems as compared to a \"good\" control system which is based on management control literature. The conclusions and recommendations reached on the basis of research and analysis are provided.

The requirement for strong internal controls to eliminate waste, fraud, abuse, and mismanagement in the Federal Government has been mandated by law and Presidential policy. However, there are events which indicate that there may be important weaknesses in the internal controls for medical supply operations within Navy Medical Command activities. This thesis describes a research effort which evaluates the control system to determine if there are areas in which stronger controls could result in improved effectiveness, efficiency and economy of operations within medical material management operations. The major approach is an analysis of the existing control systems as compared to a \"good\" control system which is based on management control literature. The conclusions and recommendations reached on the basis of research and analysis are provided.

The requirement for strong internal controls to eliminate waste, fraud, abuse, and mismanagement in the Federal Government has been mandated by law and Presidential policy. However, there are events which indicate that there may be important weaknesses in the internal controls for medical supply operations within Navy Medical Command activities. This thesis describes a research effort which evaluates the control system to determine if there are areas in which stronger controls could result in improved effectiveness, efficiency and economy of operations within medical material management operations. The major approach is an analysis of the existing control systems as compared to a \"good\" control system which is based on management control literature. The conclusions and recommendations reached on the basis of research and analysis are provided.

The requirement for strong internal controls to eliminate waste, fraud, abuse, and mismanagement in the Federal Government has been mandated by law and Presidential policy. However, there are events which indicate that there may be important weaknesses in the internal controls for medical supply operations within Navy Medical Command activities. This thesis describes a research effort which evaluates the control system to determine if there are areas in which stronger controls could result in improved effectiveness, efficiency and economy of operations within medical material management operations. The major approach is an analysis of the existing control systems as compared to a \"good\" control system which is based on management control literature. The conclusions and recommendations reached on the basis of research and analysis are provided.

The requirement for strong internal controls to eliminate waste, fraud, abuse, and mismanagement in the Federal Government has been mandated by law and Presidential policy. However, there are events which indicate that there may be important weaknesses in the internal controls for medical supply operations within Navy Medical Command activities. This thesis describes a research effort which evaluates the control system to determine if there are areas in which stronger controls could result in improved effectiveness, efficiency and economy of operations within medical material management operations. The major approach is an analysis of the existing control systems as compared to a \"good\" control system which is based on management control literature. The conclusions and recommendations reached on the basis of research and analysis are provided.

Coalition operations pose clear challenges for information sharing and for the integration of disparate information processes. ISX Corporation has been investigating the combined use of agent-based approaches to implement Information Management Agents(Trademark) operating on a semantically organized Semantic Object Web(Trademark) to provide highly flexible means of delivering information services within a large, distributed and diverse enterprise. The techniques described demonstrate their particular suitability to rapidly standing up a 'come as you are' organization of coalition partners whose information protocols, requirements, and processes might vary widely. The use of a Semantic Object Web provides an agent-navigable information substrate which can be used by service-provider agents to discovery relevant information or services, to map their own content into a shareable semantic space, and to exploit available content and services. Using agent-based techniques the approaches described provide the ability to deconstruct information requirements to guide matching of source/consumer relationships within the enterprise, and then to compose, aggregate, and transform information from various sources to meet those requirements. In this vein, the techniques provide services registration, matching and brokerage, agent facilitation and control, and semantic matching and transformation necessary to compose the right information for the coalition force member. In addition, this work also addresses the dissemination and delivery of information. Information Management Agents provide the means to constrain and guide information access and delivery within the coalition means to implement selective information management business rules and policy server-imposed access and publication restriction.

Online learning is growing rapidly as states and districts are creating new online schools, and existing programs are adding new courses and students. The growth reflects the spreading understanding that online courses and programs can serve a wide variety of students and needs. These include: (1) Creating opportunities for small and rural school districts to offer varied course subjects and highly qualified teachers to their students; (2) Allowing students to blend high school and post-secondary learning options; (3) Reducing class size; (4) Helping students recover credits in an alternative learning environment; (5) Providing individualized instruction and unique learning options; (6) Allowing students the opportunity to interact with students far beyond their school or town boundaries; and (7) Meeting the needs and expectations of today's millennial students. Many school leaders are excited about the possibilities of online learning. When they start an online school, however, they quickly confront all the challenges of managing a high-quality, successful online program: creating online courses; finding, hiring, and managing teachers; supporting students; managing technology; and evaluating their programs to determine if they are successful. Fortunately, many online schools have years of operating experience, have developed and revised formal operations and management structures, and provide examples of successful management. This paper explores emerging practices in online program management and operations that can be used by many people working with an online learning program, from executive-level school leaders to department managers to teachers trying to find ways to improve their effectiveness with online students. Although it does not address state or district policy issues, legislators and policymakers will find it useful to understand the varied approaches that online schools are embracing to ensure quality as they determine the best ways to create oversight while allowing innovation to meet the needs of students and schools. Appendices include: (1) Online Learning: The Opportunities It Can Provide; The Problems It Can Solve; and (2) Resources. (Contains 5 footnotes and 9 resources.)

Online learning is growing rapidly as states and districts are creating new online schools, and existing programs are adding new courses and students. The growth reflects the spreading understanding that online courses and programs can serve a wide variety of students and needs. These include: (1) Creating opportunities for small and rural school districts to offer varied course subjects and highly qualified teachers to their students; (2) Allowing students to blend high school and post-secondary learning options; (3) Reducing class size; (4) Helping students recover credits in an alternative learning environment; (5) Providing individualized instruction and unique learning options; (6) Allowing students the opportunity to interact with students far beyond their school or town boundaries; and (7) Meeting the needs and expectations of today's millennial students. Many school leaders are excited about the possibilities of online learning. When they start an online school, however, they quickly confront all the challenges of managing a high-quality, successful online program: creating online courses; finding, hiring, and managing teachers; supporting students; managing technology; and evaluating their programs to determine if they are successful. Fortunately, many online schools have years of operating experience, have developed and revised formal operations and management structures, and provide examples of successful management. This paper explores emerging practices in online program management and operations that can be used by many people working with an online learning program, from executive-level school leaders to department managers to teachers trying to find ways to improve their effectiveness with online students. Although it does not address state or district policy issues, legislators and policymakers will find it useful to understand the varied approaches that online schools are embracing to ensure quality as they determine the best ways to create oversight while allowing innovation to meet the needs of students and schools. Appendices include: (1) Online Learning: The Opportunities It Can Provide; The Problems It Can Solve; and (2) Resources. (Contains 5 footnotes and 9 resources.)

Flight deck based Interval Management (FIM) applications using ADS-B are being developed to improve both the safety and capacity of the National Airspace System (NAS). FIM is expected to improve the safety and efficiency of the NAS by giving pilots the technology and procedures to precisely achieve an interval behind the preceding aircraft by a specific point. Concurrently but independently, Optimized Profile Descents (OPD) are being developed to help reduce fuel consumption and noise, however, the range of speeds available when flying an OPD results in a decrease in the delivery precision of aircraft to the runway. This requires the addition of a spacing buffer between aircraft, reducing system throughput. FIM addresses this problem by providing pilots with speed guidance to achieve a precise interval behind another aircraft, even while flying optimized descents. The Interval Management with Spacing to Parallel Dependent Runways (IMSPiDR) human-in-the-loop experiment employed 24 commercial pilots to explore the use of FIM equipment to conduct spacing operations behind two aircraft arriving to parallel runways, while flying an OPD during high-density operations. This paper describes the impact of variations in pilot operations; in particular configuring the aircraft, their compliance with FIM operating procedures, and their response to changes of the FIM speed. An example of the displayed FIM speeds used incorrectly by a pilot is also discussed. Finally, this paper examines the relationship between achieving airline operational goals for individual aircraft and the need for ATC to deliver aircraft to the runway with greater precision. The results show that aircraft can fly an OPD and conduct FIM operations to dependent parallel runways, enabling operational goals to be achieved efficiently while maintaining system throughput.

Flight deck based Interval Management (FIM) applications using ADS-B are being developed to improve both the safety and capacity of the National Airspace System (NAS). FIM is expected to improve the safety and efficiency of the NAS by giving pilots the technology and procedures to precisely achieve an interval behind the preceding aircraft by a specific point. Concurrently but independently, Optimized Profile Descents (OPD) are being developed to help reduce fuel consumption and noise, however, the range of speeds available when flying an OPD results in a decrease in the delivery precision of aircraft to the runway. This requires the addition of a spacing buffer between aircraft, reducing system throughput. FIM addresses this problem by providing pilots with speed guidance to achieve a precise interval behind another aircraft, even while flying optimized descents. The Interval Management with Spacing to Parallel Dependent Runways (IMSPiDR) human-in-the-loop experiment employed 24 commercial pilots to explore the use of FIM equipment to conduct spacing operations behind two aircraft arriving to parallel runways, while flying an OPD during high-density operations. This paper describes the impact of variations in pilot operations; in particular configuring the aircraft, their compliance with FIM operating procedures, and their response to changes of the FIM speed. An example of the displayed FIM speeds used incorrectly by a pilot is also discussed. Finally, this paper examines the relationship between achieving airline operational goals for individual aircraft and the need for ATC to deliver aircraft to the runway with greater precision. The results show that aircraft can fly an OPD and conduct FIM operations to dependent parallel runways, enabling operational goals to be achieved efficiently while maintaining system throughput.

Flight deck based Interval Management (FIM) applications using ADS-B are being developed to improve both the safety and capacity of the National Airspace System (NAS). FIM is expected to improve the safety and efficiency of the NAS by giving pilots the technology and procedures to precisely achieve an interval behind the preceding aircraft by a specific point. Concurrently but independently, Optimized Profile Descents (OPD) are being developed to help reduce fuel consumption and noise, however, the range of speeds available when flying an OPD results in a decrease in the delivery precision of aircraft to the runway. This requires the addition of a spacing buffer between aircraft, reducing system throughput. FIM addresses this problem by providing pilots with speed guidance to achieve a precise interval behind another aircraft, even while flying optimized descents. The Interval Management with Spacing to Parallel Dependent Runways (IMSPiDR) human-in-the-loop experiment employed 24 commercial pilots to explore the use of FIM equipment to conduct spacing operations behind two aircraft arriving to parallel runways, while flying an OPD during high-density operations. This paper describes the impact of variations in pilot operations; in particular configuring the aircraft, their compliance with FIM operating procedures, and their response to changes of the FIM speed. An example of the displayed FIM speeds used incorrectly by a pilot is also discussed. Finally, this paper examines the relationship between achieving airline operational goals for individual aircraft and the need for ATC to deliver aircraft to the runway with greater precision. The results show that aircraft can fly an OPD and conduct FIM operations to dependent parallel runways, enabling operational goals to be achieved efficiently while maintaining system throughput.

Flight deck based Interval Management (FIM) applications using ADS-B are being developed to improve both the safety and capacity of the National Airspace System (NAS). FIM is expected to improve the safety and efficiency of the NAS by giving pilots the technology and procedures to precisely achieve an interval behind the preceding aircraft by a specific point. Concurrently but independently, Optimized Profile Descents (OPD) are being developed to help reduce fuel consumption and noise, however, the range of speeds available when flying an OPD results in a decrease in the delivery precision of aircraft to the runway. This requires the addition of a spacing buffer between aircraft, reducing system throughput. FIM addresses this problem by providing pilots with speed guidance to achieve a precise interval behind another aircraft, even while flying optimized descents. The Interval Management with Spacing to Parallel Dependent Runways (IMSPiDR) human-in-the-loop experiment employed 24 commercial pilots to explore the use of FIM equipment to conduct spacing operations behind two aircraft arriving to parallel runways, while flying an OPD during high-density operations. This paper describes the impact of variations in pilot operations; in particular configuring the aircraft, their compliance with FIM operating procedures, and their response to changes of the FIM speed. An example of the displayed FIM speeds used incorrectly by a pilot is also discussed. Finally, this paper examines the relationship between achieving airline operational goals for individual aircraft and the need for ATC to deliver aircraft to the runway with greater precision. The results show that aircraft can fly an OPD and conduct FIM operations to dependent parallel runways, enabling operational goals to be achieved efficiently while maintaining system throughput.

Document number CIA-RDP80B01676R000200050004-3 declassified and released through the CIA's CREST database. Previously available only on four computers located outside of Washington D.C., the Agency was successfully pressured into putting the files online as a result of a MuckRock lawsuit and the efforts of Emma Best. The metadata was collected by Data.World, and the files are now being archived and made text searchable by the Internet Archive.

Using a specialized waveguide exposure system, the head and neck of 15 Sprague Dawley rats were selectively exposed to 1250 MHz pulsed microwaves. Blood pressure, heart rate, and temperature were continually recorded. Statistical analysis of the physiological parameters that were recorded continuously revealed that during the exposure the animals exhibited no statistically significant change in core or head temperature, while heart rate decreased over 20%. The mean blood pressure remained constant but exhibited a sinusoidal undulation during exposure that was disassociated from heart rate. Cardiovascular parameters returned to normal soon after cessation of exposure. In summary, statistically significant changes were recorded concomitant with microwave exposure. Blood pressure exhibited a heretofore unreported oscillation, disassociated from heart rate. It is possible that this microwave reaction is mediated via baroreceptor cardiodepressor mechanisms.

Using a specialized waveguide exposure system, the head and neck of 15 Sprague Dawley rats were selectively exposed to 1250 MHz pulsed microwaves. Blood pressure, heart rate, and temperature were continually recorded. Statistical analysis of the physiological parameters that were recorded continuously revealed that during the exposure the animals exhibited no statistically significant change in core or head temperature, while heart rate decreased over 20%. The mean blood pressure remained constant but exhibited a sinusoidal undulation during exposure that was disassociated from heart rate. Cardiovascular parameters returned to normal soon after cessation of exposure. In summary, statistically significant changes were recorded concomitant with microwave exposure. Blood pressure exhibited a heretofore unreported oscillation, disassociated from heart rate. It is possible that this microwave reaction is mediated via baroreceptor cardiodepressor mechanisms.

The overall audit objective was to determine whether the expenses on the FY 1996 DBOF consolidated financial statements were presented fairly in accordance with the other comprehensive basis of accounting described in Office of Management and Budget (0MB) Bulletin No. 94-01, Form and Content of Agency Financial Statements, November 16, 1993. For this part of the audit, we evaluated the procedures followed by the Defense Finance and Accounting Service Denver Center to present expense accounts on the FY 1996 Statement of Operations for the DBOF Air Force Supply Management business area. In addition, we evaluated management controls related to the specific audit objective.

As part of the comprehensive review of the Social Security Administration's (SSA's) systems development plans, we have been monitoring the agency's efforts to relocate its central computer facility from its present location at agency headquarters in suburban Baltimore to a newly constructed computer center building less than a mile away. Although we identified several questionable aspects of SSA's early relocation planning, the agency has acted to resolve these issues and has generally planned and managed the relocation activities well. Nevertheless, SSA's service to the public could be adversely affected if the agency installs service-related systems in the new building before it is totally ready to accept computer operations. Therefore, we believe SSA should closely monitor efforts to solve certain problems that have impeded building readiness and adjust its schedule for relocating service-related systems accordingly.

The Chief Financial Officers Act of 1990, as amended by the Federal Financial Management Act of 1994, requires an annual audit of the financial statements of trust and revolving funds, such as the Defense Business Operations Fund. The Defense Business Operations Fund was established as a revolving fund in FY 1992 and consisted of business areas such as Supply Management and Depot Maintenance. In December 1996, the Under Secretary of Defense (Comptroller) announced that the Defense Business Operations Fund would be eliminated and separate working capital funds would be established. Under the working capital fund concept, each Component or Defense agency will be responsible for managing the operational and financial aspects of its working capital funds. The changed structure of the Defense Business Operations Fund has no effect on the management control weaknesses discussed in this report. The reader of this report should substitute "Defense Working Capital Funds" for "Defense Business Operations Fund" whenever appropriate. The Under Secretary of Defense (Comptroller) initiated a comprehensive review of the Defense Business Operations Fund in response to a requirement in the FY 1997 Defense Authorization Act to provide Congress a plan for improving the management and performance of the Defense Business Operations Fund. This review, known as the Defense Working Capital Funds Study, involves participants drawn from all Military Departments and Defense agencies and includes Defense Business Operations Fund employees and customers. The FY 1996 Defense Business Operations Fund financial statements identified assets of $92.2 billion, liabilities of $18.4 billion, and revenues of $73.7 billion. The objective of the audit was to identify and summarize the Defense Business Operations Fund's major accounting and management control deficiencies that prevented the timely development and reliable presentation of its financial statement.

This Volume of the Department of Defense Financial Management Regulation is issued under the authority of DoD Instruction 7000.14, DoD Financial Management Policy and Procedures, dated November 15, 1992. It governs financial management by establishing and enforcing requirements, principles, standards, systems, procedures, and practices necessary to comply with financial management statutory and regulatory requirements applicable to the Department of Defense. It directs financial management requirements, systems, and functions for all appropriated working capital, revolving, and trust fund activities. In addition, it directs statutory and regulatory financial reporting requirements. Volume 11 A of the DoD Financial Management Regulation establishes policy and procedures for Department of Defense Reimbursable Operations. This Volume of the Regulation applies to the Office of the Secretary of Defense, the Military Departments, the Chairman of the Joint Chiefs of Staff the Unified combatant Commands, the Inspector General of the Department of Defense, the Defense Agencies, and the DoD Field Activities (hereafter referred to collectively as DoD Components).

During natural and man-made emergencies, there is a need for the rapid development of spatial databases to support recovery efforts. A spatial database was developed to support the U.S. Army Corps of Engineers Disaster Field Offices during the flooding that took place in the Midwest during the summer of 1993. The spatial database contains roads, railroads, hydrography, county boundaries and inundation data for seven rivers located in the Mississippi River basin. The spatial data came from a variety of sources, including U.S. Census Bureau TIGER/Line files, U.S. Geological Survey Digital Line Graphs and satellite imagery. An application of the spatial database is also described. Maps were produced showing roads, railways, hydrography, county boundaries and, when available, inundation data. These maps were then distributed to assist in the recovery efforts and future planning.

Based on a loss of intellectual capital and the current gaps in the area of joint professional military education and training,the Joint Force will never meet the intent of The Capstone Concept for Joint Operations: Joint Force 2020 (CCJO). Tostem the loss of joint intellectual capital and prepare the future force to meet the intent of CCJO through the execution of globally integrated operations, improvements need to be made to the services existing professional military education programs, follow-on leader professional development programs between PME attendance, and career progression and talent management processes used to identify and select officers for joint assignments.

Based on a loss of intellectual capital and the current gaps in the area of joint professional military education and training,the Joint Force will never meet the intent of The Capstone Concept for Joint Operations: Joint Force 2020 (CCJO). Tostem the loss of joint intellectual capital and prepare the future force to meet the intent of CCJO through the execution of globally integrated operations, improvements need to be made to the services existing professional military education programs, follow-on leader professional development programs between PME attendance, and career progression and talent management processes used to identify and select officers for joint assignments.

The course is for independent study by jail officers who must learn that, in addition to their routine tasks, they must be prepared to be well-trained, responsible professionals, making important decisions and avoiding the mistakes and disproven beliefs of the past. The jail administrator must continually wrestle with the problems of conflicting priorities, limited funds, deficient facilities, and a limited, often ill-trained jail staff; he must find ways to develop his jail as a progressive institution sensitive to the community's needs. In this section of the course on administration of jail operations, the reader is to define his jail's objectives, plan procedures and policies in keeping with these objectives, and decide whether these practices and procedures are in keeping with the changing role and objectives of the jail. Jail operations reviewed are: classification and evaluation of prisoners, admissions procedures, administrative policies (regarding correspondence, haircuts, clothing and food parcels, control of weapons), discipline, emergency procedures (for escape, riot, civil disorder), medical program, food services, sanitation, jail clothing, and records and reports. (SC)

The course is for independent study by jail officers who must learn that, in addition to their routine tasks, they must be prepared to be well-trained, responsible professionals, making important decisions and avoiding the mistakes and disproven beliefs of the past. The jail administrator must continually wrestle with the problems of conflicting priorities, limited funds, deficient facilities, and a limited, often ill-trained jail staff; he must find ways to develop his jail as a progressive institution sensitive to the community's needs. In this section of the course on administration of jail operations, the reader is to define his jail's objectives, plan procedures and policies in keeping with these objectives, and decide whether these practices and procedures are in keeping with the changing role and objectives of the jail. Jail operations reviewed are: classification and evaluation of prisoners, admissions procedures, administrative policies (regarding correspondence, haircuts, clothing and food parcels, control of weapons), discipline, emergency procedures (for escape, riot, civil disorder), medical program, food services, sanitation, jail clothing, and records and reports. (SC)

This report summarizes the baseline environmental conditions in Lake Conway, Florida, for the 20-month period, January 1976-August 1977. A brief history of the Large-Scale Operations Management Test--Lake Conway (LSOMT) is presented. Investigations dealing with the aquatic macrophytes, fish, mammals, waterfowl, plankton, benthos, water quality, herpetofauna, and mathematical modeling efforts to describe the lake's ecosystem prior to the introduction of the white amur are summarized. (Author)

Senators Harry Reid and Richard Bryan asked GAO to review how the Internal Revenue Service (IRS) manages its undercover operations. This request stemmed from concerns with IRS' management of an undercover operation, called Project Layoff, carried out in 1984 and 1985 during which IRS agents established a Las Vegas bookmaking business in an attempt to identify unreported gambling income. This operation has resulted in continuing allegations of misuse of funds and has prompted broader concerns over the adequacy of IRS' controls and oversight of its undercover operations. GAO addressed Project Layoff more specifically in a separate report. An undercover operation is a potentially risky investigative technique. IRS' Criminal Investigation Division (CID) uses undercover operations to help investigate legal activities such as money laundering and fraudulent tax return preparation. In doing so, CID special agents assume identities other than their own. A special agent might pose as a taxpayer to obtain evidence that a tax return preparer is preparing fraudulent returns or as a financial consultant willing to launder money for a suspected drug dealer. During money laundering operations, which involve over half of IRS' undercover activities, IRS agents may come in contact with dangerous drng dealers, wear concealed recording equipment, and handle large sums of money. They also must avoid entrapping the subject of the investigation.

Modern contingency base management is a complicated task worthy of trained professionals. Base Mayors have to plan for Military Construction (MILCON) Projects, utilities, and facility maintenance and oversee and coordinate with the U. S. Army Corps of Engineers (USACE), contracting officers, contractors, Logistical Civil Augmentation Program (LOGCAP) contractors and LOGCAP Liaison Officers (LSOs). Mayor s cells are also expected to prepare scope of work documents to solicit proposals from contractors. Installations Command (IMCOM) has accepted the mission to provide Base Management for Bagram Airfield and Camp Leatherneck in Afghanistan with a team of IMCOM civilians having arrived in 2012. This paper examines the problems of base management and construction and makes recommendations for improvements of base management and construction during contingency operations.

Please visit the California Revealed website to see the most complete and up-to-date version of this object: https://californiarevealed.org/node/577146 . The audio resource contains musical jingles and sound bites for the Los Angeles County Fair. The jingles entices visitors to visit the World of Horses exhibit and Flower pavilion, as well as to indulge in the Animals, Foods, Shows, and Horse Racing located at the fair. Discussions are recorded concerning rising energy costs, increased electrical consumption, peak hour charges, and the impact of the 1973 oil embargo on the operations of Knott's Berry Farm. At the Los Angeles County Fair, a fairground attendant discusses a significant increase in visitors and improved vendor relationships. A collaboration with concessions and electricians is making headway in developing new cost-cutting procedures focused on reducing high electrical expenses with help from local utilities. The audio recording is part of the Fairplex Records, which document the Los Angeles County Fair's vibrant 100-year history (1922-present) through a variety of materials and formats. Fairplex is a non-profit organization that operates the Los Angeles County Fair.

Please visit the California Revealed website to see the most complete and up-to-date version of this object: https://californiarevealed.org/node/577146 . The audio resource contains musical jingles and sound bites for the Los Angeles County Fair. The jingles entices visitors to visit the World of Horses exhibit and Flower pavilion, as well as to indulge in the Animals, Foods, Shows, and Horse Racing located at the fair. Discussions are recorded concerning rising energy costs, increased electrical consumption, peak hour charges, and the impact of the 1973 oil embargo on the operations of Knott's Berry Farm. At the Los Angeles County Fair, a fairground attendant discusses a significant increase in visitors and improved vendor relationships. A collaboration with concessions and electricians is making headway in developing new cost-cutting procedures focused on reducing high electrical expenses with help from local utilities. The audio recording is part of the Fairplex Records, which document the Los Angeles County Fair's vibrant 100-year history (1922-present) through a variety of materials and formats. Fairplex is a non-profit organization that operates the Los Angeles County Fair.

Please visit the California Revealed website to see the most complete and up-to-date version of this object: https://californiarevealed.org/node/577146 . The audio resource contains musical jingles and sound bites for the Los Angeles County Fair. The jingles entices visitors to visit the World of Horses exhibit and Flower pavilion, as well as to indulge in the Animals, Foods, Shows, and Horse Racing located at the fair. Discussions are recorded concerning rising energy costs, increased electrical consumption, peak hour charges, and the impact of the 1973 oil embargo on the operations of Knott's Berry Farm. At the Los Angeles County Fair, a fairground attendant discusses a significant increase in visitors and improved vendor relationships. A collaboration with concessions and electricians is making headway in developing new cost-cutting procedures focused on reducing high electrical expenses with help from local utilities. The audio recording is part of the Fairplex Records, which document the Los Angeles County Fair's vibrant 100-year history (1922-present) through a variety of materials and formats. Fairplex is a non-profit organization that operates the Los Angeles County Fair.

Please visit the California Revealed website to see the most complete and up-to-date version of this object: https://californiarevealed.org/node/577146 . The audio resource contains musical jingles and sound bites for the Los Angeles County Fair. The jingles entices visitors to visit the World of Horses exhibit and Flower pavilion, as well as to indulge in the Animals, Foods, Shows, and Horse Racing located at the fair. Discussions are recorded concerning rising energy costs, increased electrical consumption, peak hour charges, and the impact of the 1973 oil embargo on the operations of Knott's Berry Farm. At the Los Angeles County Fair, a fairground attendant discusses a significant increase in visitors and improved vendor relationships. A collaboration with concessions and electricians is making headway in developing new cost-cutting procedures focused on reducing high electrical expenses with help from local utilities. The audio recording is part of the Fairplex Records, which document the Los Angeles County Fair's vibrant 100-year history (1922-present) through a variety of materials and formats. Fairplex is a non-profit organization that operates the Los Angeles County Fair.

El Paso District Master Implementation Plan Transportation Systems Management and Operations (TSMO)

El Paso District Master Implementation Plan Transportation Systems Management and Operations (TSMO)

This thesis develops a concept and initial system definition of a Humanitarian Aid and Disaster Relief (HADR) Operations Management Platform (OMP) that supports various stakeholders involved in time critical humanitarian response efforts. The concept for the OMP explores the various functions necessary to manage HADR operations to include facilitation of information exchange, collaboration among disaster responders, and a common operating picture (COP) that informs decision makers of the operational environment. The development of the OMP uses system engineering methodologies and a tailored development process to identify the requirements, functions, and architecture necessary to support the platform. The OMP concept also includes multiple data sources for near real-time information and support tools for assessments, planning, implementation, execution, and evaluation. This thesis also assesses advances in technology and applications to more effectively support and manage HADR efforts. As such, the OMP takes into consideration how current HADR operations are conducted today, and the role of virtual volunteers in supporting the platform. These virtual volunteers support the HADR effort by conducting tasks virtually via their computers and an internet connection anywhere in the world.

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[Chirurgis English]. A general sy sterm of surgery, in three parts. Containing the doctrine and management. I. of wounds, fractures, ... II. Of the serveral operations ... III. Of the serveal bandages.. The whole illustrated... 1757: Volume 2 . Digitized from IA40313602-61 . Previous issue: bim_eighteenth-century_chirurgis-english-a-g_heister-lorenz_1757_1 . Next issue: bim_eighteenth-century_a-practical-essay-on-dis_leake-john-m-d_1792 .

[Chirurgis English]. A general sy sterm of surgery, in three parts. Containing the doctrine and management. I. of wounds, fractures, ... II. Of the serveral operations ... III. Of the serveal bandages.. The whole illustrated... 1757: Volume 2 . Digitized from IA40313602-61 . Previous issue: bim_eighteenth-century_chirurgis-english-a-g_heister-lorenz_1757_1 . Next issue: bim_eighteenth-century_a-practical-essay-on-dis_leake-john-m-d_1792 .