Total Annual Revenue Research Articles

Soil–water and solute movement under precision irrigation: knowledge gaps for managing sustainable root zones

Precision irrigation involves the accurate and precise application of water to meet the specific requirements of individual plants or management units and minimize adverse environmental impact. Under precision irrigation applications, water and associated solute movement will vary spatially within the root zone and excess water application will not necessarily result in deep drainage and leaching of salt below the root zone. This paper estimates that 10% of the irrigated land area (producing as much as 40% of the total annual revenue from irrigated land) could be adversely affected by root zone salinity resulting from the adoption of precision irrigation within Australia. The cost of increases in root zone salinisation due to inappropriate irrigation management in the Murray and Murrumbidgee irrigation areas was estimated at AUD 245 million (in 2000/01) or 13.5% of the revenue from these cropping systems. A review of soil–water and solute movement under precision irrigation systems highlights the gaps in current knowledge including the mismatch between the data required by complex, process-based soil–water or solute simulation models and the data that is easily available from soil survey and routine soil analyses. Other major knowledge gaps identified include: (a) effect of root distribution, surface evaporation and plant transpiration on soil wetted patterns, (b) accuracy and adequacy of using simple mean values of root zone soil salinity levels to estimate the effect of salt on the plant, (c) fate of solutes during a single irrigation and during multiple irrigation cycles, and (d) effect of soil heterogeneity on the distribution of water and solutes in relation to placement of water. Opportunities for research investment are identified across a broad range of areas including: (a) requirements for soil characterisation, (b) irrigation management effects, (c) agronomic responses to variable water and salt distributions in the root zone, (d) potential to scale or evaluate impacts at various scales, (e) requirements for simplified soil–water and solute modelling tools, and (f) the need to build skills and capacity in soil–water and solute modelling.

Linkages between organic agriculture and agro-ecotourism

AbstractOrganic agriculture is regarded as one important approach to agriculture and food production that is environmentally sustainable and can generate several positive impacts to rural society. However, organic agriculture development is still limited in Taiwan and the major reason is lack of economic incentives to farmers. Hence, one approach to link organic agriculture with agro-ecotourism is proposed in this study to maximize the economic benefit of organic agriculture.Chrshang Township in Taiwan was selected as an example to develop such eco-organic tourism based on organic agriculture. First, five appropriate activities were designed according to the fundamental principles for guiding the development of eco-organic tourism. In addition, the maximum willingness to pay (WTP) method was employed to estimate potential revenues from eco-organic tourism and then the economic value could be compared with that of other economic activities. Under a conservative scenario, the total annual revenue from eco-organic tourism is about NT$421,293,559, which is about 20 times that of the rice production in the study area.In addition to the direct economic revenues, the following additional benefits can also be found: (1) the linkage can create additional value of organic agriculture; (2) organic agriculture can contribute to service economy and experience economy; (3) people can increase their confidence in organic products through better understanding; (4) a one-step relationship between organic producer and consumer can be established; and (5) local food supply will be connected with demands in the tourism industry. In summary, under a symbiotic relationship, organic agriculture is not only commodities and goods production, it can become one important service economy and even create experience economy within the tourism industry.

Estimating actual and potential government revenues from timber harvesting in Cambodia

Abstract The aim of this report is to estimate forest revenues in Cambodia based on available information on harvested wood, operable logging areas, and forestry taxes. This study has two parts. First, we analyze wood product, sawn wood, and veneer wood in three major forests in Cambodia. Second, we estimate forest revenues based on royalty rates, taxes for reforestation or forest maintenance and protection, exports, and customs, and export license fees. For comparison, revenues are analyzed under three scenarios: business as usual (BAUSU), long-term economic gains (LEGA), and climate beneficial option (CLIBO). Under the BAUSU scenario wood production in Cambodia is estimated at about 1.6 million m 3 per year, of which 0.7 million m 3 , 0.2 million m 3 , and 0.6 million m 3 are from evergreen, mixed, and deciduous forests, respectively. Our estimates are within wood production previously estimated in Cambodia. Annual forest revenues from all forests are estimated to be US $3639, US $5095, and US $6550 per ha, and the country's total annual revenues are estimated at US $111.7 million, US $156.3 million, US $201.0 million under the BAUSU, LEGA, and CLIBO scenarios, respectively. These results are also within the range of previous forest revenue estimates by independent organizations in Cambodia. However, the actual highest forest revenue collected in 1995 was only US $24.5 million, about five to six times lower than our estimate under the BAUSU scenario, indicating the existence of irregularities in the tax collecting system in the Cambodian forest sector. According to this study, royalty charged on wood product is a major source of forest revenues. Because wood product is strongly affected by logging damage, better logging practices should be introduced. The conversion of wood to sawn wood and veneer also plays an important role in generating revenues. Thus, sound technology should be sought to increase the efficiencies of wood processing.

Asian American Nonprofit Organizations in U.S. Metropolitan Areas

This article analyzes the characteristics of Asian American nonprofit organizations in major U.S. metropolitan areas. The data are based on internet archives of nonprofit organization Form 990 and related information. Asian American nonprofits are less than 20 years old on average. They remain a relatively small part of the nonprofit sector. Religious organizations are generally the largest group among Asian American nonprofits, followed by cultural organizations, service agencies, and public interest associations of similar proportions. Asian American secular organizations as a group tend to be younger, are more likely to be in central cities, in wealthy and poor communities, as well as in metropolitan areas with a more homogenous Asian ethnic population and a relatively more active general population in community organizing. The opposite is true for religious Asian American organizations. The pattern is less consistent among Asian American cultural, service, and public interest organizations. Regarding organization size, more established Asian American nonprofits, Pan Asian American organizations, and those agencies located in communities with larger Asian American population have more total assets and annual revenue.

A portrait of Canadian woodlot owners in 2003

Woodlots have been a prominent part of the Canadian rural landscape since the European settlement of Canada. In addition to their social and economic importance, woodlots contribute significantly to the environment. Their importance varies widely among provinces but nearly 10% of Canadian non-reserved productive forests are woodlots. Woodlots belong to over 450 000 families whose reasons for owning them are diverse. The annual average revenue from a woodlot is low but, as a whole, they play a valuable economic role in the forest industry's wood supply. Total woodlot owner annual revenues are estimated at $1.5 billion (Canadian). Managing a private woodlot in a sustainable way is a challenge with economic and environmental dimensions, which is easier met with support from society. Three types of tools have been developed to support the stewardship commitment of woodlot owners: woodlot owner organisations, laws and regulations (including tax legislation) and incentive and support programs. It is difficult to foresee what the future holds for woodlot owners but important issues are identified: expansion of regulations, limits to market access and prices that do not reflect the costs of sustainable practices, growing fragmentation of woodlots and an increase in single-use ownership, decline of the contribution of woodlots to the economy and a less active contribution to environmental services. Potential outcomes are explored. With a complete, widely available set of financial and educational tools, owners will increase the production of a range of goods and services. Provincial government policies that offset market distortions, that provide financial support for silviculture and the costs of environmental services and natural disasters, and income and property tax policies that encourage sustainable practices will be essential tools in supporting the efforts of woodlot owners to realize the full potential of the forest resource they collectively own. Key words: Canada, private woodlots, stewardship, sustainable forest management, woodlot owner organizations, government programs and services.

APA’s Annual Meetings Department Working for You

Back to table of contents Previous article Next article The Medical Director's DeskFull AccessAPA’s Annual Meetings Department Working for YouJames H. Scully Jr., M.D.James H. Scully Jr.Search for more papers by this author, M.D.Published Online:18 Jul 2003https://doi.org/10.1176/pn.38.14.0004The 156th Annual Meeting of the American Psychiatric Association was held in San Francisco May 17 to 22. The total registration was 21,363 (compared with 19,887 in 2002), making this the largest annual meeting ever held. This total includes 6,607 members (19 percent of the APA membership), 10,272 nonmembers, 3,957 exhibitors, 353 members of the media, 6,570 international registrants (886 of whom were members), and 155 APA staff. From comments made by registrants throughout the week, we concluded that the 2003 annual meeting was a great success.APA’s Institute on Psychiatric Services will be held October 29 to November 2, in Boston (see Original article: pages 27 and Original article: 28). This is a small educational meeting held annually focusing on clinical and service programs, especially those that provide an array of services and clinical innovations to meet the needs of the most challenging patients.The revenue generated from annual meetings is APA’s second highest source of revenue, which is used to offset the costs of other APA projects.The Annual Meetings Department (AMD) coordinates both the logistics and scientific programs of APA’s annual meeting and the Institute on Psychiatric Services. AMD staff are responsible for coordinating all meeting logistics; publication printing; meeting publicity; registration; housing; busing; budgeting; contracts; vendor selection; ceremonial events (Opening Session and Convocation); staff coordination (including staff meetings and orientation); maintenance of historical databases, reports, and files; space assignments; site selection; and shipping.AMD is also responsible for all logistical arrangements for governance meetings (Board of Trustees, Area Councils, Assembly, fall component meetings), and other APA meetings held throughout the year (committee meetings, Legislative Institute, and so on). Staff work closely with the Scientific Program Committees for both meetings by providing administrative support and meeting coordination.The department is staffed by 19 employees, with an annual budget of $1.4 million. While the revenue generated from the meetings varies from year to year, the average total annual gross revenue for both meetings is approximately $14.8 million. The annual meeting alone nets anywhere from $2.5 million to $4.3 million a year.Here’s how we do it:It starts with submissions to present a scientific session—an average of 1,750 for the annual meeting and 550 for the institute are processed each year. Many formats are offered—Advances in Research, Forums, Symposia, Industry-Supported Symposia, Lectures, Workshops, Scientific and Clinical Reports, Debates, Medical Updates, Review of Psychiatry Sessions, Caucuses, Innovative Programs, CME Courses, New Research Sessions, Clinical and Continuous Case Conferences, Distinguished Speakers, Research Advances in Medicine, Discussion Groups, Full-Day Sessions, Master Educator Clinical Consultations, Posters, Leadership and Career Development Seminars, Research Consultation With Series, and other invited and special sessions. Additionally, the department acquires and processes commercial support for symposia and various meeting activities.Staff also prepare the program materials for 10 books for the annual meeting and five books for the institute, process more than 5,000 disclosure forms for both meetings, and coordinate audiotaping of 170 annual meeting sessions and 60 institute sessions.Publicizing the meeting takes on a variety of forms—detailed information is posted on the APA Web site, advertisements and articles appear in our publications, and postcards and flyers are sent to all APA members, prospective members, medical students, and other mental health professionals.With about 20,000 annual meeting attendees and 2,000 institute attendees, the registration process is monumental. AMD staff, along with temporary staff, enter data into the computer, confirm and acknowledge registrations and course enrollment, process monies and receipts, process cancellations and issue refunds, and prepare status reports.Site visits are conducted prior to the meetings, and space assignments for the sessions are made. Staff secure buses, housing (up to 9,000 rooms on peak nights), audiovisual equipment, decorators, and all vendors needed to make the meeting successful.On site, AMD staff manage the logistics for more than 600 scientific sessions, 160 allied meetings, and 225 component meetings; assist with registration; staff the Annual Meeting Office, where staff solve problems and provide membership support; check sessions to ensure program quality and compile statistical data; and manage the housing and shuttle bus services.Following each meeting, staff prepare a critique for the purposes of implementing changes and enhancements for future meetings.Final planning is under way for this fall’s institute. APA’s 2004 annual meeting will be held May 1 to 6 in New York. We look forward to your attendance at both of these important meetings.Feel free to e-mail your questions and comments to me at [email protected]. ▪ ISSUES NewArchived

DuPont to sell Medical Products businesses

DuPont has put its Medical Products businesses up for sale—planning to devote the proceeds to reducing the $8 billion debt it took on in April to repurchase Seagram's 24% stake (156 million shares) in DuPont. Wall Street analysts say the sale should net $1 billion. It includes four units: Diagnostic Imaging, which sells X-ray films and electronic imaging equipment; In-vitro Diagnostics, which sells clinical chemistry analyzers to medical facilities; New England Nuclear, which sells radiolabeled compounds; and Sorvall Centrifuges. The sale does not include DuPont's interest in DuPont Merck Pharmaceutical, a 50-50 joint venture with Merck. The four units have total annual revenues of more than $1 billion. They employ 5,200 people at six U.S. manufacturing sites and in sales and service in Europe, Latin America, and Asia. These numbers include some chemists doing R&D at a Glasgow, Del., manufacturing facility. Since its stock repurchase in April, DuPont has begun a housecleaning effort to ...

Prospective payment and the Medicare hospice benefit.

The objective of this study was to determine the effects of very high cost patients on hospice financial status. Ten Pennsylvania hospices dually certified by Medicare were randomly selected and agreed to participate. Patient age, sex, diagnosis, length of stay and payer were fairly uniform across hospices. Payments varied by diagnosis and payer. High cost patients were irregularly found in hospices; low cost patients were commonly and regularly distributed. Every hospice had at least one high cost patient. In one, the uncompensated payment for the 6.6 percent of patients defined as high cost ($7,300 and above) would have been 14.7 percent of total annual revenues. In another, uncompensated payments for high cost patients (9.8 percent) would have accounted for 17.2 percent of revenue. In 96.3 percent of the instances patients utilized less than the Medicare Hospice Benefit maximum allowable cost ($7,300); and, 98.8 percent of the time patients stayed less than the maximum allowable length of time of 210 days. A logistic regression model found long length of stay (p < 0.0001), Medicare hospice benefit as primary payer (p < 0.0001), any hospitalization during hospice stay (p < 0.003) and cerebrovascular disease diagnosis (p < 0.02) to be significantly related to high cost. Between the time the study was planned and completed, Medicare instituted a reinsurance program allowing unused funds below the maximum allowable limit from one patient to be used for patients who exhausted their benefits. Thus, no study hospice was adversely affected by high cost patients. However, it should serve as an object lesson to Medicare in using prospective payment.(ABSTRACT TRUNCATED AT 250 WORDS)

Fee Hunting in the Texas Trans Pecos Area: A Descriptive and Economic Analysis

Previous studies of fee hunting have focused only on fee-hunting ranches with little consideration given to ranches that choose not to operate fee-hunting enterprises. Our study compares feed-hunting with non-fee-hunting ranches. The most important reasons given for engaging in fee hunting were increased income, trespass control, and prevention of nuisance requests for free hunts. The most important reason offered for choosing not to have fee hunting was to keep the ranch available for hunting by family and friends. The potential exists for a large expansion of private land fee hunting by current non-fee-hunting ranches. Ranchers with fee hunting were more likely to manage the grazing resources, wildlife population, and wildlife habitat than non-fee-hunting ranchers. The typical hunting enterprise in the Texas Trans Pecos ares provided a total annual net revenue of about $7,900. Average annual net grazing returns per livestock animal unit were smaller on fee-hunting ranches but fee-hunting revenue offset the difference. The fee-hunting enterprises also reduced risk by providing a second source of cash returns.

Thermal-economic analysis of industrial gas turbine cogeneration plant

This work describes the refinery gas turbine cogeneration plant, which is applied in the Arab Gulf area. The measurements have been used to calculate a number of important thermodynamic performance parameters for this plant. These parameters include the steam efficiency, electrical efficiency, net heat rate (NHR), power to heat ratio (PHR), and fuel saving rate (FSR). At full load, the steam and electrical efficiencies are 53.3 adn 28%, respectively, the NHR is equal to 1.33, the PHR is equal to 0.525, and FSR is 0.614. When the plant is operated at part load, all values of thermodynamic parameters are decreased except NHR, which increases to 1.514. The break-even analysis method is presented for the economic analysis. By this method, the total annual cost (TAC) and total annual revenue (TAR) are plotted against the operation hours in a year. The point at which the TAR line crosses the TAR line is called the break-even point in hours of operation. In cases where output is constant (at full load) over the time period considered, the break-even point is 2442 h. When the cogeneration plant runs a different loads, the break-even point is 2926 h. The break-even analysis is used to understand the effects of the variations in fixed and variable costs on the break-even point in hours.

Data communication education—who needs it?

The 1980's has been described as the "age of communications." With it has come increasing recognition that modern electronic data transmission provides the critical infra-structure for all aspects of today's information-based society. While telecommunications and its component technology, data communications, has existed for over 150 years, it is in recent years that it has enjoyed explosive growth. This has been due to the confluence of powerful technical, economic and political forces, the most prominent among these being the orders of magnitude advances in information processing capacity and the continuing movement toward the deregulation of the electronic communications industry. The final court-ordered divestiture of AT&amp;T in 1984 caused further acceleration of fundamental industry changes already well underway. A measure of the degree of this change is the explosive growth experienced by the telecommunications industry as a whole, which is estimated to have doubled its total annual revenues in the period 1980 to 1885 from $60 billion to $120 billion.[2]

Economic Assessment of FGD Sludge Disposal Alternatives

The results of studies, both complete and underway, to evaluate the economics of waste disposal alternatives available to the utility industry are presented in this paper. Six disposal alternatives are considered in this paper. These are: (1) untreated ponding; (2) Dravo Corporation's Synearth process; (3) IUCS's Poz-O-Tec process; (4) Chemfix's process; (5) physical stabilization of untreated sludge by mixing and blending with dry ESP collected flyash; and (6) gypsum produced by the forced oxidation of lime or limestone process sulfite compounds. A base case was established for the power plant, FGD system, and each disposal alternative. Case variations were considered for the six alternatives so that plant, FGD system, and coal variations could be evaluated. For each case variation the total capital investment and annual revenue requirements (operating costs) were estimated. Gypsum disposal had the lowest total capital investment and annual revenue requirements.

International Communications: What Shape to Come?

Overseas communications to and from the Unted States were a hundred years old in the i960s. The first cable capable of carrying telegraph signals across the Atlantic was laid in i866. The slow but steady growth in overseas communications which characterized much of the intervening time dramatically accelerated after World War II. Since then, the public has witnessed the installation of large capacity cables and satellites, providing vastly expanded communications facilities and services at ever-declining charges. Telephone service is now available by direct circuits to eighty overseas countries or territories and via such points to 125 additional points. A telephone subscriber in this country can reach approximately 215 million telephones, over ninety-six per cent of the world total.' Operator dialing is already in effect to many countries, and direct customer dialing will be available next year. Telegraph service is available to even more countries. Over 250 countries or territories throughout the world may be reached by telegrams sent from the United States. Total annual revenues from this international communications business for the year I967 were $3II.5 million, exceeding I966 revenues by sixteen per cent.2 During I967 there were I2.3 million calls between the United States mainland and points overseas, up twenty-three per cent from the previous year. There were five times as many overseas calls from the United States in i967 as there were just ten years ago.3 While message telegram revenues were only up slightly, consistent with the domestic pattern, teleprinter exchange revenues of the overseas telegraph carriers advanced sharply.4 The net income of the Communications Satellite Corporation (Comsat), which provides facilities to the telephone and telegraph carriers, was up forty-seven per cent in I968 over the previous year.5 This ever-expanding service to the public has been accompanied by muchimproved quality and lower rates. For example, when service was first inaugurated from New York to London in 1927, the rate for message telephone calls was $75 for

Selection of generating units on the basis of whole-life economics

To meet the higher loads forecast for the future, a utility system can increase its generating capacity by adding units of several different types. A procedure has been developed for determining the optimum proportion of each type that would result in the lowest total annual revenue requirements

Territorial Aspects of Electric Rate Making by the Public Utilities Commission of California

lished new rate schedules only for Antioch, a small community with total annual gross revenues of less than $12,000. But to do this it has been necessary to investigate defendant's entire hydroelectric system, extending from the crest of the Sierras to the Pacific Ocean, and also that portion of its plant which is engaged in the production and transmission of electric energy produced by steam, as well as the local distributing system of the town of Antioch.2 In fixing rates for Antioch, the Commission divided the cost into two parts, one being the cost of electric energy delivered at the gates of Antioch and the other the cost of local distribution. The