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capability put the highest trust in the information they create and manage themselves versus what they share from others There is no sense of value for a common data model belonging to the department, and congressional direction and regulations are also stovepiped This is a typical situation that manifests in a variety of ways Problems arise from losing opportunities for enforcement and protection that could come from synergy among divisions The following instance is as applicable to the DHS as it is to any other department, and any commercial enterprise facing similar dynamics Some try to solve this problem through improved data governance, although changing the technical approach can also catalyze change and improvement as demonstrated here In the end, an effective solution must be comprehensive and top down When supporting the ELITE program for the Department of Defense, we were presented with the following problem: Situation Sikorsky is the prime contractor and producer of the H60 helicopter in its various models and delivered to each of the military services that are customers Each military service deploys the helicopters on different types of missions and in different operating environments The DoD uses the Army as the central repair facility for all H60s Sikorsky had a performance-based logistics contract and sought end-to-end visibility about its products throughout their life cycle such that the company could optimize support at the lowest cost Accomplishing this is a win win for the government customer and producer-supplier Visibility was constrained because each military service recorded information differently in various ight data and maintenance log books The data was captured as represented on forms, with each service having different form designs and recording different data in different ways and in different locations The Army had dif culty tracking the use and maintenance of Navy helicopters When Navy helicopters arrive at the Army depot for repair, history and con guration management are suspect In many cases, not having reliable data about the Navy s helicopter would lead to repair and parts replacement that may have been redundant or otherwise unnecessary, adding excess cost and time We even heard an instance when a helicopter was repaired on one side of the runway, moved to the other, and had the same repair made on the other side because the repair history did not move as fast as the helicopter When confronted by the circumstance and a genuine lack of con guration management, all parties agreed that the situation could be improved Sikorsky was highly motivated The Army was motivated because one of its repair customers, the Navy, was a willing participant All were wary because none had money for a big change and were dependent on a small pool of pilot funding to pursue possibilities Requirements Constrained by resources to address the problem, the government customer could have adopted a top down strategy and attempted to direct all of the services to adopt a single system or to standardize That would require a command.

Exponentially decay the maximum velocity, using [254] Vmax,j (t + 1) = (1 (t/nt ) )Vmax,j (t) (1620)

This chapter* covers a multitude of issues surrounding employee compensation, with a particular emphasis on what types of compensation are taxable income to employees The chapter begins with coverage of guidelines for determining if an employer can designate someone as an employee or contractor and proceeds to guidelines for differentiating between salaried and hourly employees The chapter then covers a number of general compensation-related topics, such as activities for which wages must be paid, the standard work week, and payments made to temporary work agencies The bulk of the chapter then covers a variety of compensation types, as well as business expenses that can be reported as gross income to employees for tax purposes The chapter finishes with coverage of several forms used to report employee and supplier income to the government

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where is a positive constant, found by trial and error, or cross-validation methods; nt is the maximum number of time steps (or iterations) Finally, the sensitivity of PSO to the value of (refer to equation (1618)) can be reduced by constraining velocities using the hyperbolic tangent function, ie vij (t + 1) = Vmax,j tanh vij (t + 1) Vmax,j (1621)

where vij (t + 1) is calculated from equation (162) or (166)

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A key issue is whether someone is an employee or a contractor, since the reporting of income to the IRS varies considerably for each one, as well as the tax withholding requirements of the employer The defining test of an employee is when the company controls not only the types of work done by the employee, but also how the work shall be done An employer also controls the work of a contractor, but not how the work is done Other supporting evidence that an individual is a contractor is the presence of a contract between the parties, whether the contractor provides similar services to the public, and whether the contractor is paid based on the completion of specific tasks, rather than on the passage of time An employer may be tempted to categorize employees as contractors even when it is evident that this is not the case, since the employer can avoid matching some payroll taxes by doing so However, taking this approach leaves an employer liable for all the federal income, Social Security, and Medicare taxes that should

The inertia weight was introduced by Shi and Eberhart [780] as a mechanism to control the exploration and exploitation abilities of the swarm, and as a mechanism to eliminate the need for velocity clamping [227] The inertia weight was successful in addressing the rst objective, but could not completely eliminate the need for velocity clamping The inertia weight, w, controls the momentum of the particle by weighing the contribution of the previous velocity basically controlling how much memory of the previous ight direction will in uence the new velocity For the gbest PSO, the velocity equation changes from equation (162) to y vij (t + 1) = wvij (t) + c1 r1j (t)[yij (t) xij (t)] + c2 r2j (t)[ j (t) xij (t)] A similar change is made for the lbest PSO The value of w is extremely important to ensure convergent behavior, and to optimally tradeo exploration and exploitation For w 1, velocities increase over time, accelerating towards the maximum velocity (assuming velocity clamping is used), and the swarm diverges Particles fail to change direction in order to move back towards promising areas For w < 1, particles decelerate until their velocities reach zero (depending on the values of the acceleration coe cients) Large values for w facilitate exploration, with increased diversity A small w promotes local exploitation However, too small values eliminate the exploration ability of the swarm Little momentum is then preserved from the previous time step, which enables quick changes in direction The smaller w, the more do the cognitive and social components control position updates (1622)

This chapter is derived with permission from 5 of Bragg, Essentials of Payroll (Hoboken, NJ: John Wiley & Son, 2003) 89

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