Volume 11A: “Reimbursable Operations Policy”
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Addendum/Erratum for Elliptic Curves 2006
Addendum/Erratum for Elliptic Curves 2006 J.S. Milne Last revised September 7, 2016. In the blurb and introduction, I should have noted that the group is commutative. p28. The third cubic curve should be `.R;Q/ `.P;Q R/ `.PQ;O/ 0 C D (Dmitriy Zanin). p36. In the definition of kŒC p, the condition on h should be h p (Jochen Gerhard). … p39. In the definition of a regular map between projective plane curves, am should read a2 (Rankeya Datta). p100, 3.23b. The sign is wrong: it should read 4d c2 0. As PENG Bo pointed out to me, I forgot to include the proof. Here it is. Let X 2 c X d det.X n˛ T E/: C 0 C 0 D j ` By linear algebra, we see that c nc and d n2d. On substituting m for X in the equality, we 0 D 0 D find that m2 cmn n2d det.m n˛ T E/: C C D j ` According to Proposition 3.22, the right hand side equals the degree of mid n˛. Therefore m2 cmn n2d 0 C C for all m;n Z, i.e., 2 r2 cr d 0 C C 2 c 2 c c2 for all r Q. The minimum value of r cr d; r R, is . / c. / d d, and so 2 C C 2 2 C 2 C D 4 C 4d c2 (happily, this is how I used it on p150 in the proof of the congruence Riemann hypothesis). p107, line 2 (exact sequence of cohomology groups): a bracket “/” is missing: H 1.G;.kal // instead of H 1.G;.kal / (Michael Mueller). -
Coaches Handbook
City of Buckeye COMMUNITY SERVICES DEPARTMENT -Recreation Division- COACHES HANDBOOK Important dates Opening day: Saturday, June 16th Picture day: Tuesday, June 19th and Thursday, June 21st Last day: Saturday, July 28th Peter Piper pizza party nights: TBD Community Services Department’s Vision and Mission Statement Our Vision “Buckeye Is An Active, Engaged and Vibrant Community.” Our Mission We are dedicated to enriching quality of life, managing natural resources and creating memorable experiences for all generations. .We do this by: Developing quality parks, diverse programs and sustainable practices. Promoting volunteerism and lifelong learning. Cultivating community events, tourism and economic development. Preserving cultural, natural and historic resources. Offering programs that inspire personal growth, healthy lifestyles and sense of community. Dear Coach: Thank you for volunteering to coach with the City of Buckeye Youth Sports Program. The role of a youth sports coach can be very rewarding, but can be challenging at times as well. We have included helpful information in this handbook to assist in making this an enjoyable season for you and your team. Our youth sports philosophy is to provide our youth with a positive athletic experience in a safe environment where fun, skill development, teamwork, and sportsmanship lay its foundation. In addition, our youth sports programs is designed to encourage maximum participation by all team members; their development is far more important than the outcome of the game. Please be sure to remember you are dealing with children, in a child’s game, where the best motivation of all is enthusiasm, positive reinforcement and team success. If the experience is fun for you, it will also be fun for the kids on your team as well as their parents. -
JAPCC Annual Report 2019
2019 annual REPORT Joint Air Power Competence Centre Joint Air Power www.japcc.org Competence Centre Cover picture: Satellite: © ESA /AOES Medialab; Earth: © 2012 EUMETSAT; Background: © StarLine /shutterstock © This work is copyrighted. All Inquiries should be made to: The Editor, Joint Air Power Competence Centre (JAPCC), [email protected] Disclaimer This publication is a product of the JAPCC. It does not represent the opinions or policies of the North Atlantic Treaty Organization (NATO) and is designed to provide an independent overview, analysis, food for thought and recommendations regarding a possible way ahead on the subject. Release This document is releasable to the Public. Portions of the document may be quoted without permission, provided a standard source credit is included. Published and distributed by The Joint Air Power Competence Centre vonSeydlitzKaserne Römerstraße 140 47546 Kalkar Germany Telephone: +49 (0) 2824 90 2201 Facsimile: +49 (0) 2824 90 2208 EMail: [email protected] Website: www.japcc.org Denotes images digitally manipulated Follow us on Social Media JAPCC | annual REPORT 2019 1 foreword Today, NATO Air Forces stand on the verge of the at the peertopeer level. We must use the lessons most meaningful transformation of technology and learned from this and other exercises to evolve our capability in our history, a transformation which con Alliance into a connected, Joint All Domain fighting tinues to be enabled in part by the independent force that is agile and capable of acting at speed that thought and analysis from the recognized air and future conflicts will require. I have great confidence space power experts in the Joint Air Power Compe that our Nations and our people will work closely with tence Centre. -
Joint Air Power Following the 2016 Warsaw Summit-Urgent Priorities
NATO UNCLASSIFIED – PUBLICLY DISCLOSED ING TH LOW E 20 OL 16 F W R A E R W S O A W P R I S U A M T M N I I T O J URGENT PRIORITIES PRIORITIES URGENT UR ES GENT PRIORITI JOINT AIR POWER FOLLOWING THE 2016 WARSAW SUMMIT URGENT PRIORITIES Joint Air Power Competence Centre JOINT AIR POWER NATO UNCLASSIFIED – PUBLICLY DISCLOSED NATO UNCLASSIFIED – PUBLICLY DISCLOSED Joint Air Power Following the 2016 Warsaw Summit – Urgent Priorities An Allied Command Transformation Headquarters Study Conducted by the Joint Air Power Competence Centre NATO UNCLASSIFIED – PUBLICLY DISCLOSED NATO UNCLASSIFIED – PUBLICLY DISCLOSED Joint Air Power Following the 2016 Warsaw Summit Urgent Priorities An Allied Command Transformation Headquarters Study Conducted by the Joint Air Power Competence Centre NATO UNCLASSIFIED – PUBLICLY DISCLOSED NATO UNCLASSIFIED – PUBLICLY DISCLOSED © This work is copyrighted. No part may be reproduced by any process without prior written permission. Inquiries should be made to: The Editor, Joint Air Power Competence Centre (JAPCC), [email protected] Disclaimer This publication is a Supreme Allied Commander Transformation (SACT) HQ commis- sioned study conducted by the Joint Air Power Competence Centre (JAPCC). All copyright and intellectual property rights reside with HQ ACT, unless otherwise licensed. The views expressed in this work do not necessarily represent the position of the North Atlantic Treaty Organization (NATO), but are offered to foster dialogue and discussion re- garding urgent priorities in the field of air power capabilities and competencies. Though NATO classified documents may have informed the work of the authors, no clas- sified information has been directly quoted in this study, nor were any parts of classified information re-used in any form without prior sanitization. -
The Fundamentals of Shooting the Basketball
The Fundamentals of Shooting the Basketball The objective of the offense in Basketball is accuracy of each attempted shot. Most players recognize this; but, only the better shooters learn how to practice correctly and work at improvement year round. Since most of this practice sessions are alone, every player must be his own critic. This means he\she must understand the proper mechanics that affect the success, or failure, of every shot. Every player must know his range and know what is a good shot. Therefore, before examining the techniques associated with the various shots, a good basketball player is expected to have in his arsenal, here are the principles at work in every scoring shot from anywhere on a basketball court. These are divided into two parts, the mental aspect and the physical aspect: 1. Mental. At no time is psychological conditioning more critical than when shooting the basketball in a game. Knowing when to shoot and being able to do it effectively under pressure distinguishes the great shooter from the ordinary. Regardless of how much he practices, or how well he conditions himself, only a modest amount of improvement is possible in speed, reflexes, or strength. History gives many examples of players able to achieve greatness despite mediocre physical talent. Usually, however, such successes are due to determination. a. Concentration: is the fixing of attention on the job at hand and is characteristic of every great athlete. Through continuous practice, good shooters develop their concentration to the extent that they are oblivious to every distraction. Ability to relax: is closely related to concentration. -
Analysis of Different Types of Turnovers Between Winning and Losing Performances in Men’S NCAA Basketball
한국컴퓨터정보학회논문지 Journal of The Korea Society of Computer and Information Vol. 25 No. 7, pp. 135-142, July 2020 JKSCI https://doi.org/10.9708/jksci.2020.25.07.135 Analysis of different types of turnovers between winning and losing performances in men’s NCAA basketball 1)Doryung Han*, Mark Hawkins**, HyongJun Choi*** *Honorary principal professor, Major of Security secretary Studies Continuing Education Center, Kyonggi University, Seoul, Korea **Head coach, Performance Analysis of Sport, University of Wales, UK ***Associate Professor, Dept. of Physical Education (Performance Analysis in Sport), Dankook University, Yongin, Korea [Abstract] Basketball is a highly complex sport, analyses offensive and defensive rebounds, free throw percentages, minutes played and an efficiency rating. These statistics can have a large bearing and provide a lot of pressure on players as their every move can be analysed. Performance analysis in sport is a vital way of being able to track a team or individuals performance and more commonly used resource for player and team development. Discovering information such as this proves the importance of these types of analysis as with post competition video analysis a coach can reach a far more accurate analysis of the game leading to the ability to coach and correct the exact requirements of the team instead of their perceptions. A significant difference was found between winning and losing performances for different types of turnovers supporting current research that states that turnovers are not a valid predictor of match outcomes and that there is no specific type of turnover which can predict the outcome of a match as briefly mentioned in Curz and Tavares (1998). -
Financial Management Regulation Volume 11A, Chapter 9 * January 2017
DoD2B 7000.14-R Financial Management Regulation Volume 11A, Chapter 9 * January 2017 VOLUME 11A, CHAPTER 9 “SUPPORT OF INTERNATIONAL MILITARY ACTIVITIES” SUMMARY OF MAJOR CHANGES All changes are denoted by blue font. Substantive revisions are denoted by a (*) preceding the section, paragraph, table, or figure that includes the revision. Unless otherwise noted, chapters referenced are contained in this volume. Hyperlinks are denoted by bold, italic, blue and underlined font. The previous version dated May 2015 is archived. PARAGRAPH EXPLANATION OF CHANGE/REVISION PURPOSE Added an overview section to comply with the Department of Defense (DoD) Financial Management Regulation (FMR) 090101 Addition Revision Standard Operating Procedures, dated June 15, 2015. 090201 Added definition for “DoD Component.” Addition 090202 Added definition for “Unified Combatant Command.” Addition Added a reference to the National Security Act of 1947 and 090204 Revision to the Joint Publication 1-02. 090206 Added definition for “Military Element.” Addition Added definition for a “Table of Organization and 090211 Addition Equipment.” Expanded the use of United States (U.S.) appropriated funds for U.S. military personnel who are members of an 090507.B.2. Addition international military headquarters that does not maintain a centralized international budget for such purposes. Added six North Atlantic Treaty Organization (NATO) Force Integration Unit (NFIU) support elements at Tallinn, Table 9-1, Estonia; Riga, Latvia; Vilnius, Lithuania; Bydgoszcz, Addition paragraph A.4.f. Poland; Szekesfeharvar, Hungary; and Bratislava, Slovakia as approved by the NATO Defense Ministers on September 5, 2014. Moved from section A.2.g the Headquarters, Multinational Table 9-1, Division South-East at Bucharest, Romania and two NFIU Revision paragraph A.4.r. -
This Is My Story Addendum to Headers Footers and Page Numbering Physical Page 1 – the Title Page the Ruler Has a Right
This is my story Addendum to Headers Footers and Page Numbering Physical page 1 – the Title page The ruler has a right tab set for the position of the page number, but as instructed, there is no number on this page. The open Header shows this as First Page Header –Section 1. This is physical page 1, the title page, showing the ruler, the open Header and the Header and Footer Toolbar. The formatting is correct in that there is no page 1 shown at the right tab position in the Header. Page numbering formatting was told not to put a number on page 1. The Header and Footer toolbar shows the Same as Previous icon button is also greyed-out. Also a Section Break (Next Page) has to be inserted at the end of page 1 in order to format physical page 2 with no number 2. To insert a Section Break click on the Insert menu command, then click on Break and in the pop-up dialog box for Break choose a Next Page Section Break. This is my story Addendum to Headers Footers and Page Numbering This is physical page 2 – the Acknowledgement/Dedication page. This is now First Page Header –Section 2-. This is physical page 2, the Dedication page, showing the ruler, the open Header and the Header and Footer Toolbar. Again the formatting is correct in that there is no page 2 shown at right-tab position in the Header. In the Header and Footer toolbar the Same as Previous icon button is depressed. -
Physical and Physiological Profiles of Aerobic and Anaerobic Capacities
International Journal of Environmental Research and Public Health Article Physical and Physiological Profiles of Aerobic and Anaerobic Capacities in Young Basketball Players David Mancha-Triguero 1,*, Javier García-Rubio 1 , Antonio Antúnez 2 and Sergio J. Ibáñez 1 1 Grupo GOERD, Facultad de Ciencias del Deporte, Universidad de Extremadura, 10071 Cáceres, Spain; [email protected] (J.G.-R.); [email protected] (S.J.I.) 2 Grupo GOERD, Facultad de Educación, Universidad de Extremadura, 06071 Badajoz, Spain; [email protected] * Correspondence: [email protected] Received: 16 January 2020; Accepted: 18 February 2020; Published: 21 February 2020 Abstract: Current trends in the analysis of the physical fitness of athletes are based on subjecting the athlete to requirements similar to those found in competition. Regarding physical fitness, a thorough study of the capacities that affect the development of team sports in different ages and gender is required since the demands are not equivalent. The objective of this paper was to characterize the physical-physiological demands of athletes in an aerobic and anaerobic test specific to basketball players, as well as the evolution of the variables according to age and gender. The research was carried out in 149 players from different training categories (n = 103 male; n = 46 female). The athletes performed two field tests that evaluated both aerobic capacity and lactic anaerobic capacity. Each athlete was equipped with an inertial device during the tests. Sixteen variables (equal in both tests) were analyzed. Three of them evaluated technical-tactical aspects, four variables of objective internal load, six kinematic variables of objective external load (two related to distance and four related to accelerometry) and three neuromuscular variables of objective external load. -
Jan 4 2016 Comp Troller
OFFICE OF THE UNDER SECRETARY OF DEFENSE 1100 DEFENSE PENTAGON WASHINGTON, DC 20301 -1100 JAN 4 2016 COMP TROLLER MEMORANDUM FOR ASSISTANT SECRETARIES OF THE MILITARY DEPARTMENTS (FINANCIAL MANAGEMENT AND COMPTROLLER) DIRECTORS OF THE DEFENSE AGENCIES DIRECTORS OF THE DOD FIELD ACTIVITIES DIRECTOR, JOINT STAFF COMPTROLLER, UNITED STATES EUROPEAN COMMAND SUBJECT: Updates to Department ofDefense Financial Management Regulation 7000.14-R, Volume 11A, Chapter 9, "Support oflnternational Military Activities" This memorandum updates the listing ofNorth Atlantic Treaty Organization (NATO) Force Integration Units and Centers of Excellence, and their assigned administrative agent, as currently published in Table 9-1 ofVolume 11A, Chapter 9. These changes will be incorporated into the next chapter update planned for June 2016. Table 9-1, "International Military Headquarter and Related Agencies and Administrative Agents Responsible for Their Support and for Support to U.S. Elements" is revised to add as A.S.m the Center of Excellence- Energy Security (ESCOE) in Vilnius, Lithuania. This change was requested in Attachment 1. The Air Force will serve as the administrative agent. In addition, Table 9-1 is revised to add six new NATO Force Integration Units (NFIUs) with their associated administrative agents as follows: A.2.g.(1) NFIU Sofia, Bulgaria- Air Force; A.2.g.(2) NFIU Bucharest, Romania-Army; A.4.f.(1) NFIU Tallinn, Estonia-Navy; A.4.f.(2) NFIU Riga, Latvia- Navy; A.4.f.(3) NFIU Vilnius, Lithuania-Air Force; and A.4.f.(4) NFIU Bydgoszcz, Poland-Army. These changes were requested in Attachment 2. A draft update of Table 9-1 reflecting these changes is provided as Attachment 3. -
2019 Host Operations Manual First and Second Rounds
2019 HOST OPERATIONS MANUAL FIRST AND SECOND ROUNDS TIP: To easily search for terms or words within this document, right click, select “Find”, type the word or words you want to search for and hit “Enter”. The Find function will take you to the first use of this term, hit “Enter” to move to the next. This manual outlines the responsibilities of an institution hosting the first- and second- rounds of the NCAA Division I Women’s Basketball Championship and should complement the information contained in the championship bid portal. Additional information will be made available to the host on Teamworks, a collaborative website and mobile app. It is essential that each host institution staff member familiarize themselves with the information and policies included in this manual and available on Teamworks (Refer to Section No. 23). The NCAA considers this hosting opportunity a partnership between the host institution, facility, committee and the NCAA. The primary objective of everyone involved in the administration of the championship shall be to provide a memorable championship experience for each participating student-athlete, coach, institutional staff member and tournament attendee. Comments and suggested additions to this manual are always welcome. If you have any questions, please do not hesitate to contact the NCAA staff. Table of Contents Section Page Mission and Role 1 Committee Listing 2 Contact Information 3 Resources 7 New for the 2019 Championship 8 Section 1. Bands 10 Section 2. Cheerleaders and Mascots 12 Section 3. Credentials 15 Section 4. Drug Testing 20 Section 5. Facility 23 Section 6. Financial Administration 36 Section 7. -
Postscript Printer Description (PPD)
PostScript Printer Description File Format POSTSCRIPTR Specification Software From Adboe Adobe Developer Support Version 4.3 9 February 1996 Adobe Systems Incorporated Adobe Developer Technologies 345 Park Avenue San Jose, CA 95110 http://partners.adobe.com/ PN LPS5003 Copyright 1987-1996 by Adobe Systems Incorporated. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written consent of the publisher. Any software referred to herein is furnished under license and may only be used or copied in accordance with the terms of such license. PostScript is a registered trademark of Adobe Systems Incorporated. All instances of the name PostScript in the text are references to the PostScript language as defined by Adobe Systems Incorporated unless otherwise stated. The name PostScript also is used as a product trademark for Adobe Systems’ implementation of the PostScript language interpreter. Any references to a “PostScript printer,” a “PostScript file,” or a “PostScript driver” refer to printers, files, and driver programs (respectively) which are written in or support the PostScript language. The sentences in this book that use “PostScript language” as an adjective phrase are so constructed to reinforce that the name refers to the standard language definition as set forth by Adobe Systems Incorporated. PostScript, the PostScript logo, Display PostScript, Adobe, and the Adobe logo are trademarks of Adobe Systems Incorporated which may be registered in certain jurisdictions. Apple, AppleTalk, LaserWriter, and Macintosh are registered trademarks of Apple Computer, Inc.