A plan for regional cooperation: public information and education for highway safety including communication plans and strategies. Final report.

National Highway Traffic Safety Administration, Washington, D.C.

An evaluation of the impact of the Columbus, Georgia Alcohol Safety Action Project's public information and education countermeasures January, 1972 through December, 1974. Final report.

National Highway Traffic Safety Administration, Washington, D.C.

Guide to rebuilding public sector services in stability operations : a role for the military /

This guide examines the role of restoration of public services within the broader context of stability operations. The extent to which public service reconstruction takes place depends on the mission, the level of resources, and the host country context. This paper provides guidance helpful to U.S. peacekeeping personnel in planning and executing stability operations tasks related to restoration of public sector services and infrastructure. It is designed to supplement existing and emerging guidance, and is specifically relevant to addressing the needs of public sector rebuilding in a post-conflict situation by peacekeeping forces. The material presented here draws both from theory and analytic frameworks and from on-the-ground experience of practitioners.

Extension of the Public works and economic development act of 1965 [microform] : hearings before the Subcommittee on Regional and Community Development of the Committee on Environment and Public Works, United States Senate, Ninety-sixth Congress, first session, on S. 914 ... S. 971 ... April 10, 24, and 25, 1979.

Reuse of record except for individual research requires license from Congressional Information Service, Inc.

Work relief and Public works appropriations act of 1938. Hearings before the Committee on appropriations, United States Senate, Seventy-fifth Congress, third session, on H. J. Res. 679, a joint resolution making appropriations for work relief, relief,

Mode of access: Internet.

Biennial report of the Public Utilities Commission, State of Kansas.

For 2nd -<4th>, report year ends Nov. 30; 6th covers Mar. 23, 1921-June 30, 1922; 7th covers July 1, 1922, to July 1, 1924.

Annual report of the Department of Public Utilities for the year ended November 30, ...

In 3 v. each year, 1920-

Strong internal controls at service delivery level will help prevent CETA-type fraud and abuse in Job Training Partnership Act programs : report to Senator Sam Nunn, ranking minority member, Permanent Subcommittee on Investigations, Senate Committee on Governmental Affairs /

"B-215774"--Preliminary p.

Public job creation and the current recession : an analysis of the alternatives /

"February 1983."

Reports on public assistance of the Advisory Council,

Mode of access: Internet.

Biennial Report

Continues Reports of the Railroad and Pbulic Service Commissions

Proceedings

Mode of access: Internet.

Decisions of the Public Utility Commission of the Commonwealth of Pennsylvania

Issued by Public Service Commission, July 26, 1913-Feb.1937; Public Utility Commission, Mar.31, 1937-Date

Going up? Women in the public sector

Abstract: Purpose – This paper aims to document women's reflections on their careers over a ten-year period to provide quantitative baseline data on which to frame follow-up in-depth interviews. The participants work in the public service in Queensland (Australia) and had been recommended for, and participated in, women in management (WIM) courses conducted in the early 1990s. Design/methodology/approach – Data were collected by means of a survey (containing closed and open items) which gathered demographic data and data related to employment history, perceptions of success and satisfaction, and the women's future career expectations. Findings – Findings revealed that the percentage of women in middle and senior management had increased over the ten-year period, although not to the extent one might have anticipated, given that the women had been targeted as high flyers by their supervisors. While not content with their classification levels (i.e. seniority), the majority of the cohort viewed their careers as being successful. Practical implications – Questions arise from this study as to why women are still “not getting to the top”. There are also policy implications for the public service concerning women's possible “reinventive contribution” and training implications associated with women only courses. Originality/value – The study is part of an Australian longitudinal study on the careers of women who attended a prestigious women-only management course in the early 1990s in Queensland. This is now becoming a study of older women.

Policy into practice:a study of public policy implementation and the role of learning

Public policy becomes managerial practice through a process of implementation. There is an established literature within Implementation Studies which explains the variables and some of the processes involved in implementation, but less attention has been focused upon how public service managers convert new policy initiatives into practice. The research proposes that managers and their organisations have to go through a process of learning in order to achieve the implementation of public policy. Data was collected over a five year period from four case studies of capital investment appraisal in the British National Health Service. Further data was collected from taped interviews by key actors within the case studies. The findings suggest that managers do learn to implement policy and four factors are important in this learning process. These are; (i) the nature of bureaucratic responsibility; (ii) the motivation of actors towards learning; (iii) the passage of time which allows for the development of competence and (iv) the use of project team structures. The research has demonstrated that the conversion of policy into practice occurs through the operationalisation of solutions to policy problems via job tasks. As such it suggests that in understanding how policy is implemented, technical learning is more important than cultural learning, in this context. In conclusion, a "Model of Learned Implementation" is presented, together with a discussion of some of the implications of the research. These are the possible use of more pilot projects for new policy initiatives and the more systematic diffusion of knowledge about implementation solutions.