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The Greek goddess of agriculture.
(APB-10: dp. 1,781; 1. 328'; b. 50'; dr. 11'2"; s. 12
k.; cpl. 260; a. L 3"; cl. Aristaeus)
LST-1121 was launched 19 January 1945 by Chicago Bridge and Iron Co., Seneca, III.; sponsored by Mrs. W. B. Wynn; placed in partial commission 31 January 1945 under the command of Lieutenant P. P. Wynn, USNR; sailed down the Mississippi on her way to Baltimore where she was decommissioned 2 March 1945 for conversion to battle damage repair ship, and commissioned as Demeter (APB-10) 3 July 1945, Lieutenant E. V. Converse, USNR, in command.
Demeter called at San Diego from 1 to 6 September 1945 and arrived at Pearl Harbor ten days later. She embarked passengers for the United States and sailed 11 October for the east coast, arriving at Charleston, S.C., 11 November. She arrived at Green Cove Springs, Fla 27 November and was placed in service in re" serve 27 May 1947 to provide services there to the reserve fleet group. Demeter was sold on 3 September 1959.
Asia Pacific Fund Inc (The) Stock 10 Year History
If you want to invest in stocks and be successful, you have to do your analysis. To help your analysis, this report gives you various insights from past 10-year performance of Asia Pacific Fund Inc (The) (APB) stock in NYSE exchange.
After reading this report, you will know the average annual return of Asia Pacific Fund Inc (The) (APB) stock and the performance compared to broader market indices. Additionally, you will see the relative performance against similar stocks.
This report has 4 sections that will help you gain valuable insights regarding Asia Pacific Fund Inc (The) (APB) stock's past 10-year history.
Note: We will update this report at most every month or at least every quarter (there can be exceptions). The data range used to generate this report is between 2009-01-25 and 2019-01-23.
Below is a table of contents to help you navigate between the sections.
When and Why Were GAAP First Established?
Generally Accepted Accounting Principles (GAAP) is a set of accounting rules created to govern financial reporting for corporations in the United States. Publicly traded companies, and some others, are required by law to use GAAP for their reporting. Here's the history of how GAAP became the standard financial reporting measure for the U.S.
Following the Stock Market Crash of 1929 and the ensuing Great Depression, the U.S. government sought ways to regulate the practices of publicly traded companies and other major market participants. The government believed that at least some of the causes for the crash were due to less than above board practices by publicly traded companies.
Authority to set standards on accounting practices was granted to the Securities and Exchange Commission (SEC). The SEC decided to delegate this responsibility to the private sector auditing community, and in 1939, the American Institute of Accountants (precursor to the American Institute of Certified Public Accountants) created the Committee on Accounting Procedure (CAP).
CAP was replaced by the Accounting Principles Board (APB) 20 years later. The APB began issuing opinions about major accounting topics to be adopted by business accountants, which could then be imposed on publicly traded companies by the SEC. In 1973, the APB gave way to the Financial Accounting Standards Board (FASB).
The FASB has been the major policymaking body on acceptable accounting practices ever since. Other governmental and non-governmental organizations influence FASB decisions, but the FASB is responsible for issuing opinions and rendering judgments. The collective decisions passed down from the APB and FASB form GAAP.
The American Institute of Certified Public Accountants (AICPA), the SEC, and the Governmental Accounting Standards Board (GASB), are the core organizations that influence GAAP in addition to the FASB. In 1984 the FASB created the Emerging Issues Task Force (EITF) to deal with new and unique accounting that will most likely become standard in the future, such as accounting for the technology sector.
GAAP represent objectives and guidelines for financial statements and reporting calculations. There are three major sets of rules covered in GAAP: basic accounting principles and guidelines, detailed standards of the FASB, and generally accepted industry practices.
The 10 core principles of GAAP are:
- Permanent Methods
- Good Faith
Within the confines established by GAAP, auditors attempt to establish uniformity among the financial reports of publicly traded companies, although private companies often use GAAP as well. Through GAAP, investors can more easily compare and understand the financial health of different businesses. This uniformity also has ancillary benefits for regulators, lenders, corporate managers, and the accounting community.
Accounting standards in the European Union and some countries in Asia are governed by the International Financial Reporting Standards (IFRS), which is governed by the International Accounting Standards Board (IASB), created in 2001. There has been collaboration between the IASB and FASB to align the practices of GAAP and IFRS. In 2002, both bodies signed the Norwalk Agreement, with the intent to make best efforts to make their respective accounting reporting fully compatible.
A neurophysiological grading scale for carpal tunnel syndrome
Different ways of expressing the severity of carpal tunnel syndrome (CTS) are found in the existing literature and in clinical records. This paper documents the distribution of patients on a scale based upon the nerve conduction study findings, which are largely independent of the exact normal values used in any given laboratory and demonstrate a highly significant linear relationship between the neurophysiological grading and a numerical score derived from the clinical history. Patients with more characteristic stories of CTS generally have higher neurophysiological grades. The scale is as follows: normal (grade 0) very mild (grade 1), CTS demonstrable only with most sensitive tests mild (grade 2), sensory nerve conduction velocity slow on finger/wrist measurement, normal terminal motor latency moderate (grade 3), sensory potential preserved with motor slowing, distal motor latency to abductor pollicis brevis (APB) < 6.5 ms severe (grade 4), sensory potentials absent but motor response preserved, distal motor latency to APB < 6. 5 ms very severe (grade 5), terminal latency to APB > 6.5 ms extremely severe (grade 6), sensory and motor potentials effectively unrecordable (surface motor potential from APB < 0.2 mV amplitude).
Atrocities Prevention Board
Endnotes and citations are available in the PDF and Scribd versions.
A little more than a year ago, President Barack Obama, during an address at the U.S. Holocaust Memorial Museum in Washington, D.C., announced the creation of the Atrocities Prevention Board, a White House-led initiative that would make the deterrence of genocide and mass atrocities “a core national security interest and core moral responsibility.” The president’s remarks signaled that the prevention of wholesale violence would be a key focus of his administration’s foreign policy as he said, “We’re making sure that the United States government has the structures, the mechanisms to better prevent and respond to mass atrocities.”
The Atrocities Prevention Board, or APB, a standing interagency committee led out of the White House, is the cornerstone of this effort.
With the APB having just completed its first anniversary and the nomination of Samantha Power to be U.N. ambassador, it is a useful time to take stock. This report details the history of the Atrocities Prevention Board and its current functions, assesses its relative accomplishments and challenges to date, and articulates a series of alternatives for how the APB might be institutionally organized and
funded to best ensure that atrocity prevention within the U.S government is made both more effective and enduring.
The Atrocities Prevention Board’s record to date is decidedly mixed. On the positive side of the ledger, the APB has been highly active in its work, and it has helped focus participating agencies on atrocity prevention in important ways. Perhaps the board’s most notable successes have come in getting agencies that have traditionally paid little attention to atrocity prevention, such as the Departments of the Treasury and Justice, to develop new tools to pursue major human-rights abusers. The board has also done an admirable job working on important structural issues, such as employee training, that have the potential to yield significant benefits over the long term. By almost every account, APB members have been highly motivated and dedicated to their shared task.
But there are also serious concerns. First and foremost, the continuing tragedy in Syria has cast a pall over the board’s work and has led many to sharply question its overall efficacy. In part because of the Syria situation, the board has also been troublingly reluctant to engage Congress and outside groups regarding its activities. Although this has improved somewhat in recent months, the board still operates with a level of minimal transparency, and its reluctance to share unclassified findings regarding its work ultimately makes that work less effective.
Because the Atrocities Prevention Board committed itself to being “budget neutral” when it was established and it is chaired at the National Security Council, or NSC, the board has also encountered some challenging operational limits as it has begun its work. It remains unclear whether the APB has sufficient public, institutional, and congressional support to survive a change of administration.
This report also proposes a number of budget and operational alternatives for the board going forward, ranging from largely maintaining the status quo to shifting where the APB is chaired and housed. At a bare minimum, the Atrocities Prevention Board will need to carry out its functions more transparently, and the administration should establish a bipartisan oversight mechanism for its operations.
John Norris is the Executive Director of the Sustainable Security and Peacebuilding Initiative at American Progress. Annie Malknecht is a Research Associate with the Sustainable Security and Peacebuilding Initiative at the Center.
The CJIS Training and Advisory Process (CTAP) Unit
The CTAP Unit is responsible for the detailed planning, staffing, administration, and coordination of the CJIS Advisory Process which is composed of the APB, the APB’s Subcommittees, the CJIS Working Groups, and other ad hoc committees and task forces. In this role, the CTAP Unit ensures that the Advisory Process operates within the rules and regulations set forth in the Federal Advisory Committee Act (FACA), Title 5, United States Code, Appendix, and the Bylaws for the APB and Working Groups.
The CTAP Unit maintains the schedules for all APB, Subcommittee, Working Group, and task force meetings. These responsibilities include developing meeting agendas through coordination with other CJIS Division offices, other FBI entities, other Government agencies, and the customers of the CJIS Division programs preparing meeting announcements for publication in the Federal Register in accordance with the requirements of the FACA securing government-rate lodging and transportation for meeting attendees ensuring that members file proxy notices as required by the Bylaws preparing minutes of the meetings preparing and submitting vouchers for attendee reimbursement maintaining budget information for CJIS Division budget planning purposes and reporting requirements of the FACA and preparing appropriate correspondence to the Director to apprise him of APB recommendations on agenda items and to secure his concurrence with these recommendations.
The CTAP Unit maintains up-to-date membership lists for the APB, the APB’s Subcommittees, the CJIS Working Groups, and other ad hoc committees and task forces. The Unit assists other CJIS Division entities hosting meetings when the presence of criminal justice community representatives is required.
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Phytochemical analysis and antioxidant activity of Hyssopus officinalis L. from Iran
Introduction: Hyssopus officinalis (L) (Hyssop, Family: Lamiaceae), one of the endemic Iranian perennial herb with a long history of medicinal use, was studied to detect some biologically active chemical constituents of the plant.
Methods: The flavonoids of the hydromethanolic extract of the aerial parts of Hyssopus officinalis (L.) were studied by VLC and crystalisation of the major compound in subsequent fractions. Furthermore, the composition of its essential oil, total phenolic content and antioxidant activities were studied by GC-MS, Folin-Ciocalteau and DPPH reagents respectively.
Results: Apigenin 7-O-β-D-glucuronide was isolated as the major flavonoid. All structural elucidation was performed by spectral means. A total of 20 compounds representing 99.97% of the oil have been identified. Myrtenylacetate, Camphor, Germacrene, Spathulenol were the main compounds The total phenol content of the n-butanol and ethylacetate extracts were determined spectrophotometrically according to the Folin-Ciocalteau procedure to be 246 mgGAE g(-1) and 51 mgGAE g(-1) in the aerial parts of Hyssopus officinalis . The antioxidant activities of apigenin 7-O-β-D-glucuronide, ethylacetate and n-butanol extracts were also determined by DPPH radical scavenging assay with IC50 values of 116×10(-3), 103×10(-3), 25×10(-3) mg mL(-1) respectively. The purified flavonoid showed weak radical scavenging activity (IC50 = 116×10(-3)mg mL(-1)). N-butanol extract, because of the highest content of total phenolic compounds (246 mgGAE100(-1)g) had the best antioxidant activity (IC50 = 25mg mL(-1)).
Conclusion: On the whole, the findings of the study revealed that Hyssop possesses valuable antioxidant properties for culinary and possible medicinal use.
Keywords: Antioxidant Culinary herb Essential oil Hyssopus officinalisf Radical scavenging Total phenols.
Demeter-APB-10 - History
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Sector(s) : Consumer Cyclical
Industry : Auto Manufacturers
Full Time Employees :
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