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Het wetsvoorstel ‘Wet confiscatie criminele goederen’, dat in december ter advies aan de Raad van State is voorgelegd, voldoet niet aan de eisen van proportionaliteit, subsidiariteit en doelbinding. Er bestaat geen noodzaak tot uitbreiding van de huidige confiscatiemaatregelen in Nederland. De reikwijdte van de voorgestelde regeling is te breed met het oog op de gevallen waarin non-conviction based confiscatie (NCBC) kan worden ingezet (doelbinding) en de inzet van NCBC als zelfstandige procedure (subsidiariteit). De voorgestelde regeling beoogt belangrijke rechtswaarborgen van de verdediging, zoals het recht op een eerlijk proces, toegang tot een effectief rechtsmiddel en de onschuldpresumptie, te omzeilen. En tot slot worden de belangen van het slachtoffer ook niet gewaarborgd door de NCBC-procedure.

Broadcast nature of wireless networks can be exploited to provide a flexible transmission, especially in multicast service. The potential relay then is capable to participate in message forwarding. In this paper, we first presents a network coding based cooperative (NCBC) mul-ticast scheme exploiting limited feedback, where the source transmits two separate signals to multiple destinations in two successive half slots. The relay may combine the signals if it received two signals correctly and forward it to destinations in the next half slot. The destinations, therefore, can recover signals either from direct transmission or the relay for-warding. The performance analysis on the developed NCBC multicast protocol is given in the viewpoint of physical layer, such as the outage probability and diversity order. It is demonstrated that the NCBC multicast scheme can work better than the source direct multicast in terms of outage probability. Meanwhile, the NCBC multicast scheme can achieve full diversity gain(diversity two for one relay case). Comparing with the known relay schemes, i.e., amplify-and-forward (AF) and selection decode-and-forward cooperation schemes, it shows that the NCBC multicast scheme achieves almost the same outage performance with relatively less bandwidth and energy consumption. © 2010 ACADEMY PUBLISHER.

Employee development is among the most important functions of any organization. Since employees are arguably an organizations most important asset, organizations have an incentive to invest in, direct, and promote the development of their employees. As an organization, the U.S. Navy, too, provides for the personal and professional development of naval personnel. This thesis reviews the Navys personal and professional development program and examines possible use of 360-degree feedback in the development of naval personnel. Three-hundred sixty-degree feedback, also known as multi-source or multi-rater feedback, is a development tool that allows a person to receive feedback from his superiors, peers, subordinates, and in some cases, from internal and external customers. The Royal Australian Navy and the U.S. Army have implemented 360-degree feedback programs. The U.S. Navy has also included 360-degree feedback initiatives as part of several training programs, and conducted a 360-degree pilot program. Evaluations of those 360-degree feedback initiatives have concluded that 360-degree feedback is beneficial to program participants. However, the Navy has yet to implement a Navy-wide 360-degree feedback program. This thesis concludes that implementing a 360-degree feedback program in the Navy would be a costly investment but one that will yield major benefits., http://archive.org/details/ananalysisofpers109456793, Lieutenant, Turkish Navy, Lieutenant, United States Navy