GEOSAT Follow-On (GFO) Altimeter Document Series, Volume 8: GFO Altimeter Engineering Assessment Report Update:The First 109 Cycles Since Acceptance November 29, 2000 to December 26, 2005

The purpose of this document is to present and document GFO performance analyses and results. This is the fifth Assessment Report since the initial report. This report extends the performance assessment since acceptance to 26 December 2005. The initial GFO Altimeter Engineering Assessment Report, March 2001 (NASA/TM-2001-209984/Ver.1/Vol.1) covered the GFO performance from Launch to Acceptance (10 February 1998 to 29 November 2000). The second of the series covered the performance from Acceptance to the end of Cycle 20 (29 November 2000 to 21 November 2001). The third of the series covered the performance from Acceptance to the end of Cycle 42 (29 November 2000 to 30 November 2002). The fourth of the series covered the performance from Acceptance to the end of Cycle 64 (29 November 2000 to 17 December 2003). The fifth of the series covered performance from Acceptance to the end of Cycle 86 (29 November 2000 to 17 December 2004). Since launch, we have performed a variety of GFO performance studies; an accumulative index of those studies is provided in Appendix A

On the statistical evaluation of dose-response functions

The linear-quadratic dependence of effect on the dose of ionizing radiation and its biophysical implications are considered. The estimation of the parameters of the response function and the derivation of the joint confidence region of the estimates are described. The method is applied to the induction of pink mutations inTradescantia which follows the linear-quadratic model. The statistical procedure is also suitable for other response functions

GFO and JASON Altimeter Engineering Assessment Report. Update: GFO--Acceptance to December 27, 2007, JASON--Acceptance to December 26, 2007. Version 1: June 2008

The purpose of this document is to present and document GEOSAT Follow-On (GFO) performance analyses and results. This is the eighth Assessment Report since the initial report. This report extends the performance assessment since acceptance to 27 December 2007. Since launch, a variety of GFO performance studies have been performed: Appendix A provides an accumulative index of those studies. We began the inclusion of analyses of the JASON altimeter after the end of the Topographic Experiment (TOPEX) mission. Prior to this, JASON and TOPEX were compared during our assessment of theTOPEX altimeter. With the end of the TOPEX mission, we developed methods to report on JASON as it relates to GFO

GFO and JASON Altimeter Engineering Assessment Report. Update: GFO-Acceptance to End of Mission on October 22, 2008, JASON-Acceptance to September 29, 2008

The purpose of this document is to present and document GEOSAT Follow-On (GFO) performance analyses and results. This is the ninth Assessment Report since the initial report and is our final one. This report extends the performance assessment since acceptance on November 29, 2000 to the end of mission (EOM) on October 22, 2008. Since launch, February 10, 1998 to the EOM, we performed a variety of GFO performance studies; Appendix A provides an accumulative index of those studies. We began the inclusion of analyses of the JASON altimeter after the end of the Topographic Experiment (TOPEX) mission. Prior to this, JASON and TOPEX were compared during our assessment of the TOPEX altimeter. With the end of the TOPEX mission, we developed methods to report on JASON as it related to GFO. It should be noted the GFO altimeter, after operating for over 7 years, was power cycled off to on and on to off approximately 14 times a day for over 18 months in space with no failure. The GFO altimeter proved to be a remarkable instrument providing stable ocean surface measurements for nearly eight years. This report completes our GFO altimeter performance assessment

2024 Wheelchair Compendium of Physical Activities: An Update of Activity Codes and Energy Expenditure Values

Purpose: This paper presents an update of the 2011 Wheelchair Compendium of Physical Activities designed for wheelchair users and is referred to as the 2024 Wheelchair Compendium. The Wheelchair Compendium aims to curate existing knowledge of the energy expenditure for wheelchair physical activities (PAs). Methods: A systematic review of the published energy expenditure of PA for wheelchair users was completed between 2011 and May 2023. We added these data to the 2011 Wheelchair Compendium data that was compiled previously in a systematic review through 2011. Results: A total of 47 studies were included, and 124 different wheelchair PA reported energy expenditure values ranging from 0.8 metabolic equivalents for wheelchair users (filing papers, light effort) to 11.8 metabolic equivalents for wheelchair users (Nordic sit skiing). Conclusion: In introducing the updated 2024 Wheelchair Compendium, we hope to bridge the resource gap and challenge the prevailing narratives that inadvertently exclude wheelchair users from physical fitness and health PAs

Individual leader to interdependent leadership: A case study in leadership development and tripartite evaluation

This article is available open access through the publisher’s website at the link below. Copyright @ 2013 Sage Publications.The Problem - In this case study we see a move away from orthodox views of school leadership as “headship” to a more contemporary model of educational leadership wherein we note a departure from functional, curricula-based school leadership toward more human resource development (HRD) approaches. The aim of this study was to consider the effectiveness of an educational development program for middle leaders within an educational establishment. The Solution - We examined the impact of a bespoke higher education leadership development intervention in Leadership (and Change) on the formation and cohesiveness of a newly formed innovative leadership structure. The Stakeholders - The leadership development intervention was designed through a tripartite collaboration including a university, senior school leaders, and staff. The intervention was designed to shift leadership from individual leader agency to interdependent human leadership agency. Through tripartite evaluation we uncover leadership development praxis that transcends the boundaries of conventional educational leadership and reemphasizes the benefits of bridging the academic/practitioner divide and the application of theory to praxis

Relação treinador-atleta e exercício da liderança no desporto: a percepção de treinadores de alta competição

Neste artigo apresentamos os resultados de quatro entrevistas levadas a cabo com treinadores de alta competição portugueses, onde se procurou recolher informações sobre as competências necessárias para exercer a actividade de treinador, os princípios e filosofia adoptada no trabalho, as principais áreas de exercício da liderança e os valores defendidos na modalidade e na prática profissional. Os resultados permitiram verificar um acordo quanto à importância de possuírem boas competências conceptuais e pessoais, princípios claros e aceites pelos atletas, boas condições de trabalho e atletas com qualidade para a alta competição. Paralelamente, foi evidente a complexidade de tarefas assumidas na orientação dos atletas (nove dimensões do exercício da liderança). Por último, é de salientar a importância dada à obtenção dos resultados competitivos (objectivo principal) em conjunto com a análise satisfatória do trabalho realizado e a valorização do desenvolvimento pessoal, tanto no treinador como nos atletas (objectivos “periféricos”).Coach-athlete relationship and leadership practice: the perceptions of four high level competition coaches. On this article we present the results on interviewing four high level competition Portuguese coaches. The aim was to look for information on the essential coaching competences, the working principles and philosophy, the main leadership exercise areas and the defended values on sports and professional practice. The results showed the relevancy of gathering good conceptual and personal competencies, clear and accepted principals, good working conditions and qualified athletes. Also evident were the complex tasks assumed on guiding the athletes (nine leadership exercise dimensions were found). Finally, it is essential to point out the importance given to obtaining sporting results (main goal) as well as the satisfactory working analyses and the value given to coaches’ and athletes’ self-development (side goals).(undefined

Governance tools for board members : adapting strategy maps and balanced scorecards for directorial action

The accountability of members of the board of directors of publicly traded companies has increased over years. Corresponding to these developments, there has been an inadequate advancement of tools and frameworks to help directorial functioning. This paper provides an argument for design of the Balanced Scorecard and Strategy Maps made available to the directors as a means of influencing, monitoring, controlling and assisting managerial action. This paper examines how the Balanced Scorecard and Strategy Maps could be modified and used for this purpose. The paper suggests incorporating Balanced Scorecards in the Internal Process perspective, ‘internal’ implying here not just ‘internal to the firm’, but also ‘internal to the inter-organizational system’. We recommend that other such factors be introduced separately under a new ‘perspective’ depending upon what the board wants to emphasize without creating any unwieldy proliferation of measures. Tracking the Strategy Map over time by the board of directors is a way for the board to take responsibility for the firm’s performance. The paper makes a distinction between action variables and monitoring variables. Monitoring variables are further divided on the basis of two considerations: a) whether results have been met or not and b) whether causative factors have met the expected levels of performance or not. Based on directorial responsibilities and accountability, we take another look at how the variables could be specified more completely and accurately with directorial recommendations for executives