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1110 results for "Popular Government"
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Record #:
7455
Abstract:
Successful construction projects adhere both to deadlines and budgets. Many experts believe that the key to the success of a construction project is the process by which it is organized and managed, or the \"project-delivery method.\" Historically, state laws restricted public owners to using a project-delivery method called design-bid-build. In 2001, three more methods were added to the North Carolina General Statutes. Riecke discusses the implication to the construction industry of each method.
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Popular Government (NoCar JK 4101 P6), Vol. 70 Issue 1, Fall 2004, p22-31, il, f
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Record #:
7456
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Henry Wilkins Lewis served as a faculty member at the Institute of Government at the University of North Carolina at Chapel Hill from 1946 to 1979 and as director from 1973 to 1979. Lewis graduated from UNC in 1937 and earned a law degree from Harvard in 1940. He practiced law for one year in his hometown of Jackson, and then served in the U.S. Army for the next four and one-half years. At the Institute, Lewis spent most of his career in election law and property tax, becoming the preeminent authority on both subjects.
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Popular Government (NoCar JK 4101 P6), Vol. 70 Issue 2, Winter 2005, p2-3, il, por
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Record #:
7457
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William McWhorter Cochrane, a native of Newton, died in Charlotte on December 28, 2004. At the University of North Carolina at Chapel Hill he earned degrees in journalism (1939) and law (1941). During law school he worked for Albert Coates, the founder of the Institute of Government. After World War II he was a professor of law and government at the Institute until 1954, when he went to Washington, D.C., as Senator Kerr Scott's chief of staff. He remained there for over forty years, working first for Scott, then Senator B. Everette Jordan, the Senate Rules Committee, and the Library of Congress.
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Popular Government (NoCar JK 4101 P6), Vol. 70 Issue 2, Winter 2005, p37, por
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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 #:
7460
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Mobile homes are an important source of affordable housing in North Carolina. Statistics from the 2000 United States Census indicate that manufactured homes make up 16.4 percent of living units in the state and provide homes for 1.3 million people. However, mobile home owners often do not enjoy the same rights and benefits as other homeowners. For example, site-built homes are always treated as real estate, whereas manufactured homes often are considered personal property. The difference affects how manufactured housing is sold, appraised, financed, sited, and taxed. The authors examine these differences and suggest what can be done to change the perception.
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Popular Government (NoCar JK 4101 P6), Vol. 70 Issue 2, Winter 2005, p4-11, il, map, f
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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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Popular Government (NoCar JK 4101 P6), Vol. 70 Issue 3, Spring/Summer 2005, p31-41, il, f
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Record #:
8032
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Twenty-seven years ago Asheville's downtown area was a place where 75 percent of the buildings stood vacant, few people lived, and even fewer went. In 2006, downtown Asheville is an area where people want to live, visit, and spend time and money. The authors describe this remarkable transformation; offer local governments insight into the multifaceted nature of downtown development efforts; describe a model of public leadership within the context of a public-private partnership; and set a general framework for considering the requirements for leading a change initiative.
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Popular Government (NoCar JK 4101 P6), Vol. 71 Issue 3, Spring/Summer 2006, p4-15, il, f
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Record #:
8033
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A growing number of students in the state's public schools are openly identifying themselves as gay, lesbian, bisexual, or transgendered and consequently, controversies over sexual orientation have sprung up in schools across the nation.
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Popular Government (NoCar JK 4101 P6), Vol. 71 Issue 3, Spring/Summer 2006, p16-23, il, f
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Record #:
8034
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Profit-sharing and other incentive plans are considered good business in the corporate world. These cannot be done in the public sector because governments have no profits to share. However, local governments in North Carolina and around the country are experimenting with gainsharing. The authors describe gainsharing and distinguish it from profit-sharing. Four North Carolina local governments have introduced gainsharing plans: Charlotte, High Point, Pitt County, and Zebulon.
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Popular Government (NoCar JK 4101 P6), Vol. 71 Issue 3, Spring/Summer 2006, p31-37, il, f
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Record #:
8931
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The child care industry generates $7.5 billion in North Carolina. In addition to preparing children for school, the industry creates jobs, purchases goods and services, generates tax revenues, and supports the employment of working families. Douglass gives examples of how local governments support child care around the country and in North Carolina and describes innovative approaches local governments can use to develop resources and strengthen the child care industry in their communities.
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Popular Government (NoCar JK 4101 P6), Vol. 72 Issue 1, Fall 2006, p4-14, il, f
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Record #:
9758
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What factors determine effectiveness in a city's use of strategic planning? Drennan examines strategic planning in local municipalities and how North Carolina's cities compare with cities nationally in this type of planning.
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Popular Government (NoCar JK 4101 P6), Vol. 72 Issue 2, Winter 2007, p4-8, f
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Record #:
9759
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With a large number of baby boomers hitting retirement age, the state and nation are poised for a workforce crisis. Jacobson makes the case for workforce planning, or the process through which organizations either governmental or private prepare for present and future worker needs; describes the steps in the process; and examines planning efforts in some of the state's municipalities.
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Popular Government (NoCar JK 4101 P6), Vol. 72 Issue 2, Winter 2007, p9-25, il, f
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Record #:
9760
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Succession planning is defined as determining future leadership requirements, identifying potential leadership candidates for these positions, and develop these candidates through deliberate learning experiences. Ritchie discusses succession planning in North Carolina and the nation.
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Popular Government (NoCar JK 4101 P6), Vol. 72 Issue 2, Winter 2007, p26-33, il, f
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Record #:
9761
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The number of people living on farms nationwide underwent a dramatic change in the hundred years between 1890 and 1990, dropping from 98 percent of the total population to 2 percent. Whitmire discusses how workforce and succession planning can also apply to the state's small family-farm businesses.
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Popular Government (NoCar JK 4101 P6), Vol. 72 Issue 2, Winter 2007, p34-42, il, f
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Record #:
10303
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The authors describe the Public Intersection Project, an ongoing effort by the School of Government at the University of North Carolina at Chapel Hill, to build local capacity to stop sexual assault and domestic violence in North Carolina communities.
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Popular Government (NoCar JK 4101 P6), Vol. 73 Issue 2, Winter 2008, p5, 7, 9-19, il, f
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