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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!

Dr. Khouja explains why he's inspired by the diversity of ideas and experiences in the classroom.

Dr. Khouja explains why he's inspired by the diversity of ideas and experiences in the classroom.

Dr. Khouja explains why he's inspired by the diversity of ideas and experiences in the classroom.

Dr. Khouja explains why he's inspired by the diversity of ideas and experiences in the classroom.

Dr. Khouja explains why he's inspired by the diversity of ideas and experiences in the classroom.

Dr. Khouja explains why he's inspired by the diversity of ideas and experiences in the classroom.

Dr. Khouja explains why he's inspired by the diversity of ideas and experiences in the classroom.

Dr. Khouja explains why he's inspired by the diversity of ideas and experiences in the classroom.

The basic distributed, object-based storage system model lacks features for storage management. This work presents and analyzes a strategy for using existing facilities to implement atomic operations on sets of objects. These bulk operations form the basis for managing snapshots (read-only copies) and forks (read-write copies) of portions of the storage system. Specifically, we propose to leverage the access control capabilities, and annotations at the metadata server, to allow for selective clone and delete operations on sets of objects. In order to act upon a set of objects, a bulk operation follows these steps. First, the metadata server accepts the operation, contacts the storage nodes to revoke outstanding capabilities on the set of objects, and retains a record of the operation and the affected set of objects. At this point, clients can make no changes to existing objects since any capabilities they hold will be rejected by storage nodes. Second, when clients subsequently contact the metadata server to access affected objects (e.g., acquire fresh capabilities), any records of bulk operations are consulted. Finding that a client is accessing an affected object, the metadata server will take the necessary steps to enact the uninstantiated operation before responding to the client request. This eventual enforcement of operation semantics ensures compliance with the operation's intent but delays the corresponding work until the next client access. With appropriate background instantiation, the work of instantiating bulk operations can be hidden from clients.

The basic distributed, object-based storage system model lacks features for storage management. This work presents and analyzes a strategy for using existing facilities to implement atomic operations on sets of objects. These bulk operations form the basis for managing snapshots (read-only copies) and forks (read-write copies) of portions of the storage system. Specifically, we propose to leverage the access control capabilities, and annotations at the metadata server, to allow for selective clone and delete operations on sets of objects. In order to act upon a set of objects, a bulk operation follows these steps. First, the metadata server accepts the operation, contacts the storage nodes to revoke outstanding capabilities on the set of objects, and retains a record of the operation and the affected set of objects. At this point, clients can make no changes to existing objects since any capabilities they hold will be rejected by storage nodes. Second, when clients subsequently contact the metadata server to access affected objects (e.g., acquire fresh capabilities), any records of bulk operations are consulted. Finding that a client is accessing an affected object, the metadata server will take the necessary steps to enact the uninstantiated operation before responding to the client request. This eventual enforcement of operation semantics ensures compliance with the operation's intent but delays the corresponding work until the next client access. With appropriate background instantiation, the work of instantiating bulk operations can be hidden from clients.

This occupational survey report presents the results of a detailed Air Force Occupational Survey of AFSC 19XX, Operations Management officer personnel. The project was requested by HQ ATC/TTQI with concurrence from HQ USAF/XOOTW in a letter dated 27 February 1990. Authority for conducting occupational surveys is contained in AFR 35-2. Computer products upon which this report is based are available for use by operations and training officials

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.

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.

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.

This report presents the results of studies intended to provide baseline information in preparation for measuring the effect of the white amur on the aquatic vegetation of Lake Conway, Florida. The sponsors hope to assess the environmental impact of the fish, evaluate its ability to control vegetation, develop ecological models to predict the effect of the fish on other systems, and devise a management plan for large-scale use. Included herein are (1) descriptions of the methods of and materials used in aquatic plant research in Lake Conway, (2) results and observations made during and subsequent to the test period, and (3) a literature review. Appendix A presents the Stratified Random Sample Results; Appendix B, Numerical Summary of Transect Results; Appendix C, Graphs of Selected Transect Results; Appendix D, Monthly Standing Crop Changes; Appendix E, Numerical Summary of Permanent Plot Data; Appendix F, Graphs of Selected Permanent Plot Data; and Appendix G, The Approximate Distribution of the Dominant Plants in Lake Conway. (Author)

This report presents the results of the third annual poststocking period covering the 12-month period from September 1979-August 1980. The data collected during this period are compiled herein in a format similar to that used for the baseline report and the two previous poststocking reports. The compiled poststocking data are compared to the baseline conditions to determine if any significant changes have occurred as a result of the introduction of the white amur into Lake Conway. Subsequent to the introduction of the white amur, both total filterable and total unfilterable phosphorus underwent significant downward trends that presently appear to be becoming stable. Conversely, the gradual upward trend of chlorophyll-a continued during this period. Sediment quality data showed several changes from the baseline period. The mean total phosphorus concentration decreased 56 percent as compared to the baseline period. Conversely, mean copper and lead concentrations increased above baseline values. (Author)

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.)

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.

This document summarizes an effort to begin the process of operationalizing the application of Engineering With Nature (EWN) and Regional Sediment Management (RSM) principles and practices in Federal navigation channel Operations and Maintenance (O&M) dredging beneficial use project management. The ultimate goal of this effort was to develop a model that could be used to inform development of a Project Management Plan (PMP) and/or a Project Planning Management Information System (P2) Work Breakdown Structure (WBS) template(s), as appropriate, for use by Project Managers across the U.S. Army Corps of Engineers (USACE). This effort was sponsored by the USACE RSM and Dredging Operations and Environmental Research (DOER) Programs. The work was performed in support of the effort to attain benefit to the Nation via EWN and RSM practices. In the last decade, the USACE Navigation Program has dredged at least 200 million cubic yards (MCY) of material each year from the Nation s ports, harbors, and waterways. Of those dredged amounts, an average of 75% of the material has been from projects in an O&M status (USACE Navigation Data Center (NDC) 2012). Therefore, on an average annual basis, over 150 MCY of dredged sediments are potentially available as a resource to the nation from O&M dredging activities for developing environmental, economic, and social value through beneficial use projects. The term EWN is defined as the intentional alignment of natural and engineering processes to efficiently and sustainably deliver economic, environmental, and social benefits through collaborative processes.

This document summarizes an effort to begin the process of operationalizing the application of Engineering With Nature (EWN) and Regional Sediment Management (RSM) principles and practices in Federal navigation channel Operations and Maintenance (O&M) dredging beneficial use project management. The ultimate goal of this effort was to develop a model that could be used to inform development of a Project Management Plan (PMP) and/or a Project Planning Management Information System (P2) Work Breakdown Structure (WBS) template(s), as appropriate, for use by Project Managers across the U.S. Army Corps of Engineers (USACE). This effort was sponsored by the USACE RSM and Dredging Operations and Environmental Research (DOER) Programs. The work was performed in support of the effort to attain benefit to the Nation via EWN and RSM practices. In the last decade, the USACE Navigation Program has dredged at least 200 million cubic yards (MCY) of material each year from the Nation s ports, harbors, and waterways. Of those dredged amounts, an average of 75% of the material has been from projects in an O&M status (USACE Navigation Data Center (NDC) 2012). Therefore, on an average annual basis, over 150 MCY of dredged sediments are potentially available as a resource to the nation from O&M dredging activities for developing environmental, economic, and social value through beneficial use projects. The term EWN is defined as the intentional alignment of natural and engineering processes to efficiently and sustainably deliver economic, environmental, and social benefits through collaborative processes.

This document summarizes an effort to begin the process of operationalizing the application of Engineering With Nature (EWN) and Regional Sediment Management (RSM) principles and practices in Federal navigation channel Operations and Maintenance (O&M) dredging beneficial use project management. The ultimate goal of this effort was to develop a model that could be used to inform development of a Project Management Plan (PMP) and/or a Project Planning Management Information System (P2) Work Breakdown Structure (WBS) template(s), as appropriate, for use by Project Managers across the U.S. Army Corps of Engineers (USACE). This effort was sponsored by the USACE RSM and Dredging Operations and Environmental Research (DOER) Programs. The work was performed in support of the effort to attain benefit to the Nation via EWN and RSM practices. In the last decade, the USACE Navigation Program has dredged at least 200 million cubic yards (MCY) of material each year from the Nation s ports, harbors, and waterways. Of those dredged amounts, an average of 75% of the material has been from projects in an O&M status (USACE Navigation Data Center (NDC) 2012). Therefore, on an average annual basis, over 150 MCY of dredged sediments are potentially available as a resource to the nation from O&M dredging activities for developing environmental, economic, and social value through beneficial use projects. The term EWN is defined as the intentional alignment of natural and engineering processes to efficiently and sustainably deliver economic, environmental, and social benefits through collaborative processes.

This document summarizes an effort to begin the process of operationalizing the application of Engineering With Nature (EWN) and Regional Sediment Management (RSM) principles and practices in Federal navigation channel Operations and Maintenance (O&M) dredging beneficial use project management. The ultimate goal of this effort was to develop a model that could be used to inform development of a Project Management Plan (PMP) and/or a Project Planning Management Information System (P2) Work Breakdown Structure (WBS) template(s), as appropriate, for use by Project Managers across the U.S. Army Corps of Engineers (USACE). This effort was sponsored by the USACE RSM and Dredging Operations and Environmental Research (DOER) Programs. The work was performed in support of the effort to attain benefit to the Nation via EWN and RSM practices. In the last decade, the USACE Navigation Program has dredged at least 200 million cubic yards (MCY) of material each year from the Nation s ports, harbors, and waterways. Of those dredged amounts, an average of 75% of the material has been from projects in an O&M status (USACE Navigation Data Center (NDC) 2012). Therefore, on an average annual basis, over 150 MCY of dredged sediments are potentially available as a resource to the nation from O&M dredging activities for developing environmental, economic, and social value through beneficial use projects. The term EWN is defined as the intentional alignment of natural and engineering processes to efficiently and sustainably deliver economic, environmental, and social benefits through collaborative processes.

This document summarizes an effort to begin the process of operationalizing the application of Engineering With Nature (EWN) and Regional Sediment Management (RSM) principles and practices in Federal navigation channel Operations and Maintenance (O&M) dredging beneficial use project management. The ultimate goal of this effort was to develop a model that could be used to inform development of a Project Management Plan (PMP) and/or a Project Planning Management Information System (P2) Work Breakdown Structure (WBS) template(s), as appropriate, for use by Project Managers across the U.S. Army Corps of Engineers (USACE). This effort was sponsored by the USACE RSM and Dredging Operations and Environmental Research (DOER) Programs. The work was performed in support of the effort to attain benefit to the Nation via EWN and RSM practices. In the last decade, the USACE Navigation Program has dredged at least 200 million cubic yards (MCY) of material each year from the Nation s ports, harbors, and waterways. Of those dredged amounts, an average of 75% of the material has been from projects in an O&M status (USACE Navigation Data Center (NDC) 2012). Therefore, on an average annual basis, over 150 MCY of dredged sediments are potentially available as a resource to the nation from O&M dredging activities for developing environmental, economic, and social value through beneficial use projects. The term EWN is defined as the intentional alignment of natural and engineering processes to efficiently and sustainably deliver economic, environmental, and social benefits through collaborative processes.

USA

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.

Reservoirs are a valuable national resource and provide flood control, water supply, and hydroelectrical, navigational, recreational, and aesthetic benefits. Human influences threaten the quality of this resource, and appropriate protection and enhancement methods must be developed. Of particular concern are the consequences of eutrophication, the process by which lakes and reservoirs are enriched with sediment, organic matter, and plant nutrients. Elevated nutrient concentrations, rooted plant infestations, reduced transparency, excessive algal growth, reduced dissolved oxygen concentrations in bottom waters, and elevated concentrations of organics in finished drinking water are symptoms of this process. Available in-reservoir methods for the management of these eutrophication-related problems are reported here. Also described are methods for problem diagnosis and the selection of appropriate methods. The manual is intended for water quality managers with a variety of scientific and engineering backgrounds. Detailed reference sections provide sources of additional information for each method.

The Indonesian Air Force has utilized computers in its administration as early as 1990. However, the computers have not yet been optimized to support inventory management in aircraft maintenance operations, especially for the helicopter fleet. The processes involved in materials procurement to support maintenance operations still rely heavily on the services of intermediaries. Even though the Air Force has already adopted the Automatic Logistic Management System (ALMS), the system has several weaknesses. The objective of this study is to propose the implementation of the Material Requirement Planning (MRP) method to improve inventory management in the Air Force's helicopter fleet. It is hoped that by implementing the MRP, the Air Force can get the right materials in the right amount at the right time without imposing unnecessary costs by minimizing the roles of intermediaries. The implementation of MRP, however, cannot be done without redesigning the Air Force's business process in material acquisition and transforming it to an IT-enabled business process. Therefore, this study also discusses the Business Process Reengineering (BPR) concept to support the implementation of MRP.

In 1995, the US Army Space and Strategic Defense Command and the US Army Concepts Analysis Agency rapid response low-resolution theater-level theater missile defense model. This report discusses how the Active, Passive Attack Operations Battle Management/Command, Control, Communications, Computers, and Intelligence - Pillar Integration (APAB-PI) model was developed to meet these objectives. The purpose of the APAB-PI study was to develop a methodology and a supporting model which simulated all of the missile battles that together comprise the missile defense campaign for an entire theater. A process which allows the examination of the entire campaign enables analysts to answer decision makers' questions regarding the effect of different aspects of the tactical ballistic missile/theater missile defense on that campaign.

Approved For Release 2001/07/28 : CIA-RDP78-040927 400200050042-5 _NTIAL 17 February 1965 MEMORANDUM FOR: Acting Director of Training SUBJECT : Operations Course Fiscal Management Training 1. In response to your query as to how much fiscal manage- ment of an agent or project is incorporated into OC training, the answer is as follows: 25X1A9a Three hours of formal training in lecture form from M Finance office This is a good presentation, as it is practical and presented in a very down-to-earth manner. In addition there are approximately eight hours of informal coverage of fiscal problems from a case officer's point of view which arise from the four major OC problems. b. Agent-Project management is covered in approxi- mately fifteen hours of formal material with an addition of approximately fifteen to twenty more hours of informal training, again arising from the problem situations. 2. 1 realize this is a very general answer to your question. Lot me know if you want this broken down on an hour-to-hour basis with the titles of the various presentations and a better description of the informal training given. i~C REV DATE -o / ~2__ i'f Z Gala COW OPt TYRE ~L s 9816 CLASS _15- PAGIS V CLASS JUST MIT REV AYTWt NR 7e-2 Chief, Operations School/TR 25X1A9a Approved For Release 2001/07/28 : CIA-RDP78`-_04_ 90200050042-5

Approved For Release 2001/07/28 : CIA-RDP78-040927 400200050042-5 _NTIAL 17 February 1965 MEMORANDUM FOR: Acting Director of Training SUBJECT : Operations Course Fiscal Management Training 1. In response to your query as to how much fiscal manage- ment of an agent or project is incorporated into OC training, the answer is as follows: 25X1A9a Three hours of formal training in lecture form from M Finance office This is a good presentation, as it is practical and presented in a very down-to-earth manner. In addition there are approximately eight hours of informal coverage of fiscal problems from a case officer's point of view which arise from the four major OC problems. b. Agent-Project management is covered in approxi- mately fifteen hours of formal material with an addition of approximately fifteen to twenty more hours of informal training, again arising from the problem situations. 2. 1 realize this is a very general answer to your question. Lot me know if you want this broken down on an hour-to-hour basis with the titles of the various presentations and a better description of the informal training given. i~C REV DATE -o / ~2__ i'f Z Gala COW OPt TYRE ~L s 9816 CLASS _15- PAGIS V CLASS JUST MIT REV AYTWt NR 7e-2 Chief, Operations School/TR 25X1A9a Approved For Release 2001/07/28 : CIA-RDP78`-_04_ 90200050042-5

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

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

http://uf.catalog.fcla.edu/uf.jsp?st=UF028839985&ix=pm&I=0&V=D&pm=1

http://uf.catalog.fcla.edu/uf.jsp?st=UF028839985&ix=pm&I=0&V=D&pm=1

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I 53.59:SU 7/2000/V.1 Digitized from IA1177303-13-0052 , IA1177303-13-0053 , IA1177303-13-0054 , IA1177303-13-0055 , IA1177303-13-0056 , IA1177303-13-0057 , IA1177303-13-0058 , IA1177303-13-0059 .

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I 53.59:SU 7/2000/V.2 Digitized from IA1177303-13-0060 , IA1177303-13-0061 , IA1177303-13-0062 , IA1177303-13-0063 , IA1177303-13-0064 , IA1177303-13-0065 .