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As will become apparent later in the chapter, our methods for time synchronization and cooperative reachback modulation are intimately related. In fact, the modulation scheme can best be understood as an extension to the synchronization method. As a result, the system model is set up mostly in the context of the time synchronization problem. 2.2.1 Clock Model

what level of demand can be reliably met by the spring (bearing in mind the possible need to leave residual surface out ows to sustain streams or ponds of amenity or ecological value) 732 Boreholes, wells, and well elds To the novice hydrogeologist, the plethora of names which are applied to vertical holes accessing the water table can be bewildering Albeit English has now become the global lingua franca of science and engineering, there is still little consistency in such terminology from one place to another Table 75 presents a concise summary of the terms most likely to be encountered in practice The drilling, completion, and development of water wells has already been described in Section 331 Figure 38 illustrates the typical arrangements within a modern pumping well.

We now need to consider the capability of adequately equipped water wells to meet demands for water from the agricultural, industrial, and domestic sectors The assessment of the potential yield obtainable from the aquifer entails the quanti cation of aquifer transmissivity (T) and storativity (S) (see Section 34), and the assessment of the possible hydrological consequences of pumping from one or more wells (as discussed in Sections 721 and 724) For any one well, we can use T and S to directly calculate the anticipated drawdown for a given pumping rate (sustained over a speci ed period of time) In reality these predictions always yield smaller estimates of drawdown than are experienced in reality In other words, our wells are never 100% ef cient: ie.

This chapter begins by defining budgeting and its purposes. Then it describes various kinds of budgets, such as capital, operating, department, master, fixed, and flexible. We will examine the responsibility for budget preparation and the advantages and disadvantages of budgeting. We will then go through a five-step cycle of the budgeting process: 1. Establish attainable goals or objectives. 2. Plan to achieve these goals or objectives. 3. Compare actual results with those planned and analyzing the differences (variances). 4. Take any corrective action required. 5. Improve the effectiveness of budgeting. The steps in the preparation of a departmental operating budget are then explained since it is from these budgets that most of the other kinds of budgets are derived. Budgeting in a new operation, which has no information from the past on which to base budgets, is then discussed. Zero-base budgeting (ZBB) is covered with reference to its value in controlling some types of undistributed cost. The two major aspects of ZBB (decision unit analysis and ranking) are discussed in some detail. Variance analysis is discussed in this chapter and the chapter concludes with a section on forecasting methods using techniques such as moving averages and regression analysis.

the well yield for a given drawdown never equals 100% of the rate we would predict using the T and S values for the aquifer at that point In fact, a properly designed and commissioned well can only be expected to have an ef ciency of the order of 60 70% The difference between predicted and observed water levels is attributable to two factors: inadequate well engineering and turbulent up ow head losses Examples of poor engineering would include screening the well in an inappropriate interval, tting the well with an.