SOUTH CAROLINA SANTEE COOPER ANNUAL REPORT 1985-1986

Santee Cooper annually publishes a report with statistics, analysis, audit, leadership, and budget statements.

SOUTH CAROLINA SANTEE COOPER ANNUAL REPORT 1986-1987

Santee Cooper annually publishes a report with statistics, analysis, audit, leadership, and budget statements.

SOUTH CAROLINA SANTEE COOPER ANNUAL REPORT 1987-1988

Santee Cooper annually publishes a report with statistics, analysis, audit, leadership, and budget statements.

SOUTH CAROLINA SANTEE COOPER ANNUAL REPORT 1988-1989

Santee Cooper annually publishes a report with statistics, analysis, audit, leadership, and budget statements.

SOUTH CAROLINA SANTEE COOPER ANNUAL REPORT 1989-1990

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

SOUTH CAROLINA SANTEE COOPER ANNUAL REPORT 1991

Santee Cooper annually publishes a report with statistics, analysis, audit, leadership, and budget statements.

SOUTH CAROLINA SANTEE COOPER ANNUAL REPORT 1992

Santee Cooper annually publishes a report with statistics, analysis, audit, leadership, and budget statements.

SOUTH CAROLINA SANTEE COOPER ANNUAL REPORT 1993

Santee Cooper annually publishes a report with statistics, analysis, audit, leadership, and budget statements.

SOUTH CAROLINA SANTEE COOPER ANNUAL REPORT 1994

Santee Cooper annually publishes a report with statistics, analysis, audit, leadership, and budget statements.

SANTEE COOPER SOUTH CAROLINA'S COMMON THREAD 1998 Annual Report

Santee Cooper annually publishes a report with statistics, analysis, audit, leadership, and budget statements.

2016 SOUTH CAROLINA AIRPORT DIRECTORY AND PILOT’S GUIDE

This document is a list of contacts for each airport in South Carolina, with address, company or agency affiliation, phone number, fax number, and title for each contact. It also has aerial photographs of each airport.

South Carolina 2017 List of Reportable Conditions

This is a list of diseases and conditions that must, by law, be reported by physicians and health care professionals to their local public health department.

Working at the interface : the descriptive relevance of Grunig and Hunt’s theories to public relations practices in south east Queensland schools

This article examines the relevance of James Grunig and Todd Hunt’s (1984) theories to public relations practitioners’ roles in south east Queensland schools. It focuses in particular on the two-way symmetric model in this context. The geographical boundaries of the research mean that this article is intended primarily as an exploratory, descriptive analysis of a specific area rather than an exhaustive treatise on the general topic of public relations in Australian schools. However, it is hoped that it will prove useful in identifying bases for further study and discussion.

Traps for the unwary : reform stories of private sector managers entering public service

The purpose of this research is to capture and interpret the stories of “outsider” managers who make the transition to the public sector. These experiences are considered in the context of efforts to shift public management culture in a direction consistent with meeting contemporary demands placed on public sector organisations. It is often noted that an important strategy for changing culture is the infusion of outsiders. Outsiders are thought to bring new perspectives that, through a dialectical process (Van de Ven 1995), create the potential for change. While there have been cross-sector comparisons (Broussine 1990; Silfvast 1994; Redman 1997), little attention has been given to the experience of those who make the transition in the context of efforts to reform public sector management culture. Not only is the infusion of private sector managers into the public sector a potential culture change strategy, it is also a personal experience for those who make the transition. Boundary crossing is typically an anxiety provoking experience (Van Maanen & Schein 1979) and the quality of this experience influences decisions to commit, engage, disengage or exit. The quality of the experience is likely to be affected by how the public organisation responds to people making this transition, that is, their investment in people processing (Saks 2007). The cost of recruitment and selection processes at middle and senior management levels warrants a greater research focus on this transition. In this paper we argue that the experiences of those who make the transition from private to public sectors has much to tell us about the traps that transition managers experience in making this change, the implications for injecting outsider managers as a strategy for achieving public management culture change, and how reform-oriented public organisations can manage the transitions of outsider managers into the public sector in order that best value might be achieved for both the individual and organisational change goals.