Articles in regional publications that pertain to a wide range of North Carolina-related topics.
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for Popular Government Vol. 70 Issue 3, Spring/Summer 2005
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Record #:
7443
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The mental health court is a relatively new type of criminal court in North Carolina. The court has four defining features: (1) separate dockets for defendants having mental illnesses who volunteer for placement under the court, (2) cases handled by a designated judge, (3) a non-adversarial, team approach, and (4) a primary goal of reducing offenses by providing treatment rather than punishment. The authors discuss the state's one mental health court which is located in Orange County.
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Record #:
7447
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Twelve of North Carolina's thirty-one federally licensed hydropower plants hold licenses that expire in 2008. The re-licensing process is lengthy and complex. Decisions made in the process can affect the management hydropower reservoirs for fifty years or more and can affect jobs in water-dependent industries, land values around reservoirs, and adequate river flows to sustain aquatic and land wildlife. Smutko describes how utility companies work with federal, state, local, and tribal governments, as well as other groups including industries, business, and nonprofit organizations to develop agreements governing hydropower facilities.
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7448
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Water and sewer revenues keep the state's utilities in business by covering the costs of daily expenses and providing funds for long-term system planning. Hughes examines fundamental principles behind water and sewer revenues and looks at high-priority decisions that water and sewer boards face. For example, in 2002, the approximately 500 government-owned water and sewer enterprises collected from their customers over $1.4 billion. Combined company assets were about $7.8 billion. However, over the next twenty years North Carolina will need over $11 billion in investments to meets infrastructure needs for water and sewer.
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Record #:
7459
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The School of Government Foundation, originally the Institute of Government Foundation, was created in 1996 to strengthen private and public support for the School, the Institute, the Master of Public Administration Program, and other projects. In the Winter 2005 issue of POPULAR GOVERNMENT, nine new members of the foundation's board of directors were profiled. This issue profiles the remaining members who have served the foundation for a number of years.
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Record #:
7461
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Many governmental agencies find it difficult to move from traditional management approaches to results-based management (RBM). In results-based management agencies define their most important results in strategic planning processes, set annual objectives based on the results, and use feedback about attainment of results to motivate workers. Guidelines for agencies wishing to make the transition to RBM are provided.
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