Journal articles: 'Central agencies'

1

Tombesi, Paolo. "Agencies of Central Design Intelligence." Journal of Architectural Education 58, no. 2 (November 2004): 54–57. http://dx.doi.org/10.1162/1046488042485321.

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Lauer, Chaim. "CENTRAL AGENCIES AS A NECESSARY RESPONSE." Journal of Jewish Education 67, no. 3 (September 2001): 27–31. http://dx.doi.org/10.1080/0021624010670305.

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3

Schnaidman, Mordecai. "ON THE ROLE OF CENTRAL AGENCIES." Jewish Education 58, no. 3-4 (September 1990): 33–35. http://dx.doi.org/10.1080/15244119008548071.

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4

Ingall, Carol K. "INSURING THE FUTURE OF CENTRAL AGENCIES." Jewish Education 58, no. 3-4 (September 1990): 40–42. http://dx.doi.org/10.1080/15244119008548074.

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Seddon, Terri, Stephen Billett, and Allie Clemans. "Navigating social partnerships: central agencies–local networks." British Journal of Sociology of Education 26, no. 5 (January 2005): 567–84. http://dx.doi.org/10.1080/01425690500293488.

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Teller, Gerald A. "THE CHANGING ROLE OF THE CENTRAL AGENCIES." Jewish Education 58, no. 3-4 (September 1990): 49–50. http://dx.doi.org/10.1080/15244119008548079.

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7

Arcas-Pellicer, Maria-Jose, Vicente Pina, and Lourdes Torres. "Corporate Governance and Reliability of Financial Reporting in Central Government Agencies." Revista de Contabilidad 25, no. 1 (January 1, 2022): 76–88. http://dx.doi.org/10.6018/rcsar.401651.

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The objective of this paper is to determine the effects of the corporate governance practices of central government agencies on the reliability of ﬁnancial reporting. There has been a considerable growth of these agencies across countries, and there are no studies about the relationship between the features of their corporate governance and the level of reliability of their financial reports. This paper provides evidence of systematic upward earnings management by agencies that apply the Private Sector Chart of Accounts to improve their financial performance and to compensate for the reduction of revenues during the worst years of the financial crisis. The results also show that abnormal accruals have a significant and inverse relationship with the percentage of independent directors and women on the boards, i.e., diversity improves the reliability of the financial information of these entities. El objetivo de este trabajo es determinar los efectos que tienen las prácticas de gobierno corporativo de las agencias públicas estatales sobre la fiabilidad de su información financiera. Se ha producido un considerable aumento de estas agencias en muchos países; sin embargo, no hay estudios sobre la relación entre las características de su gobierno corporativo y el nivel de fiabilidad de sus estados financieros. Este artículo proporciona evidencia de que hay una estrategia de aumentar el resultado entre las agencias que aplican el Plan General de Contabilidad, para mejorar su rendimiento financiero y compensar la reducción de ingresos durante los peores años de la crisis financiera. En relación al gobierno corporativo, los resultados también muestran que los devengos discrecionales tienen una relación inversa significativa con el porcentaje de consejeros independientes y mujeres en los consejos, esto es, la diversidad del consejo mejora la fiabilidad de la información financiera de estas entidades.

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Oh, Jae Rok. "Comparing Bureaucratic Autonomy in Korean Central Government Agencies." Korean Association of Governance Studies 29, no. 4 (December 31, 2019): 101–20. http://dx.doi.org/10.26847/mspa.2019.29.4.101.

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Yamada, Ken. "Styles of Field Agencies in Central-Local Relationship." Annuals of Japanese Political Science Association 71, no. 1 (2020): 1_292–1_315. http://dx.doi.org/10.7218/nenpouseijigaku.71.1_292.

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10

Elazar, Daniel J. "THE FUTURE OF CENTRAL AGENCIES FOR JEWISH EDUCATION." Jewish Education 58, no. 3-4 (September 1990): 8–10. http://dx.doi.org/10.1080/15244119008548062.

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11

Lee, Sara S. "FUTURE DIRECTIONS FOR CENTRAL AGENCIES OF JEWISH EDUCATION." Jewish Education 58, no. 3-4 (September 1990): 11–14. http://dx.doi.org/10.1080/15244119008548063.

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12

Modell, Sven, and Fredrika Wiesel. "Consumerism and control: evidence from Swedish central government agencies." Public Money & Management 29, no. 2 (March 2009): 101–8. http://dx.doi.org/10.1080/09540960902767980.

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13

Ma, Liang. "Central government agencies in China: toward a research agenda." Economic and Political Studies 5, no. 2 (April 3, 2017): 195–214. http://dx.doi.org/10.1080/20954816.2017.1310793.

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14

AO, MS Keating. "THE EVOLVING ROLE OF CENTRAL AGENCIES: CHANGE AND CONTINUITY." Australian Journal of Public Administration 54, no. 4 (December 1995): 579–83. http://dx.doi.org/10.1111/j.1467-8500.1995.tb01171.x.

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15

Kim, Min Young, and Hyo Joo Lee. "A Comparative Study of Entrepreneurial Leadership and Organizational Culture Oriented toward Innovation in Central Government Agencies, Public Enterprises, and Executive Agencies." Korean Journal of Policy Studies 35, no. 3 (December 31, 2020): 35–65. http://dx.doi.org/10.52372/kjps35302.

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Research indicates that entrepreneurial leadership is positively related to organizational innovation among central government agencies, public enterprises, and executive agencies in Korea. In addition, a performanceoriented with a humane orientation supports organizational innovation, while hierarchical culture has a negative impact on organizational innovation in Korean public sectors. Among organization types, only central government agencies have been found to have a significant moderating effect on the relationship between performance-oriented culture and organizational innovation. Given that public enterprise is more market-based and that executive agencies have great autonomy in budgeting and personnel to ensure the maximization of performance, central government agencies should adopt more practices designed to improve performance in a positive work culture.

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16

ELSTON, THOMAS. "NOT SO ‘ARM'S LENGTH’: REINTERPRETING AGENCIES IN UK CENTRAL GOVERNMENT." Public Administration 92, no. 2 (February 12, 2014): 458–76. http://dx.doi.org/10.1111/padm.12089.

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Sagarik, Danuvas, Pananda Chansukree, Wonhyuk Cho, and Evan Berman. "E-government 4.0 in Thailand: The role of central agencies." Information Polity 23, no. 3 (August 20, 2018): 343–53. http://dx.doi.org/10.3233/ip-180006.

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18

Di Francesco, Michael. "An Evaluation Crucible: Evaluating Policy Advice in Australian Central Agencies." Australian Journal of Public Administration 59, no. 1 (March 2000): 36–48. http://dx.doi.org/10.1111/1467-8500.00138.

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19

DIETSCH, PETER. "Independent Agencies, Distribution, and Legitimacy: The Case of Central Banks." American Political Science Review 114, no. 2 (December 23, 2019): 591–95. http://dx.doi.org/10.1017/s0003055419000790.

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Delegation to independent agencies can reap real benefits for policy-making. In the case of monetary policy, it shores up the credibility of the central bank. However, the discretion of IAs needs to be constrained to ensure their legitimacy. This letter focuses on one potential constraint, namely, the idea that IAs should not make choices on distributional trade-offs. Given that monetary policy today has significant distributive consequences, if this constraint were respected, the independence of central banks would have to be repealed. This would be just as undesirable as a monetary policy whose distributive consequences remain unchecked. Instead, this letter encourages the search for alternative solutions and puts forward three possible institutional arrangements to manage the tension between the distributive consequences of monetary policy on the one hand and central bank legitimacy on the other.

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20

Renwick, Edward S. "California." Texas Wesleyan Law Review 18, no. 3 (March 2012): 473–77. http://dx.doi.org/10.37419/twlr.v18.i3.5.

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What generalizations can be drawn from this combination of history, geography and demographics, and the shared authority of statewide agencies and powerful local agencies? The majority of California voters live in the coastal plain. They, generally speaking, are not favorably inclined toward the oil and gas industry. As a result, the statewide agencies, with the exception of the DOGGR, tend not to be favorably inclined toward the oil and gas industry. The ranks of the DOGGR are filled with people who have come out of the oil and gas industry and thus, tend to be favorably inclined toward the industry. The predilections and biases of local agencies depend on their location. In the coastal plain these agencies are answerable, either directly or indirectly, to a local electorate that tends to be anti-oil. As a result local agencies in the coastal plain tend to be anti-oil. In the central valley, these local agencies are answerable to an electorate that tends to be politically conservative and pro-oil. As a result, local agencies in the central valley tend to be pro-oil.

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21

Cuvo, Don, Frank Hall, and Gail R. Milder. "Computerizing Central Intake: A Means toward Accountability." Social Casework 69, no. 4 (April 1988): 214–23. http://dx.doi.org/10.1177/104438948806900403.

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In family service agencies, particularly those with multiple locations, intake may be inefficient and impaired by inconsistent interpretations of agency policy. The authors describe how a large agency transformed its intake process using an existing computer system.

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22

Yong Duck, Jung, Lee Yoon Ho, and Kim Deok Soo. "Institutional Change and Continuity in Korea`s Central Agencies, 1948-2011." Korean Journal of Policy Studies 26, no. 1 (April 30, 2011): 21–48. http://dx.doi.org/10.52372/kjps26102.

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This article analyzes Korea`s central agencies, which have been organized and reorganized to support presidential executive leadership since the foundation of the Republic. Each central agency has carried out the standardization of a core administrative function which is essential to the operation of administrative apparatuses, including policy planning and coordination, budgeting, organizing, staffing, legislation, public relations, central-local relations, control and performance evaluation, etc. The six decades of institutionalization can be characterized, based on the central agencies` proportion of the total administrative apparatus, into three phases: high (more than 35 percent, 1948-1961), middle (around 20 percent, 1962-2007), and low (about 10 percent, 2008-present). Regardless of the changing size and organizational configuration of the central agencies, however, their roles and influence as core executive apparatuses have remained largely unchanged, especially since the early 1960s. More than 67 percent, on average, of the heads and deputy heads of CAs have been former public servants, less than 18 percent have been former politicians, and about 15 percent have been former outside experts. This strong bureaucratic background has oriented Korea`s core executive policy direction significantly toward long-term, consistent, and plan rationality rather than short-term, flexible, and democratic responsiveness.

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23

Smith, D. M. "Central Government Agencies and the Management of Vocational Educational and Training." Educational Studies 12, no. 2 (January 1986): 213–22. http://dx.doi.org/10.1080/0305569860120208.

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24

Lasday, Jeffrey. "CENTRAL AGENCIES FOR JEWISH EDUCATION: A Decade of Challenge and Transition." Journal of Jewish Education 67, no. 3 (September 2001): 19–26. http://dx.doi.org/10.1080/0021624010670304.

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25

Oh, Jae Rok. "Measuring bureaucratic power: Focusing on the central administration agencies in Korea." Korean Public Administration Review 52, no. 1 (March 31, 2018): 139–66. http://dx.doi.org/10.18333/kpar.2018.52.1.139.

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26

Quintyn, Marc. "Independent agencies: more than a cheap copy of independent central banks?" Constitutional Political Economy 20, no. 3-4 (December 6, 2008): 267–95. http://dx.doi.org/10.1007/s10602-008-9064-2.

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27

Matlock, Melissa, Suellen Hopfer, and Oladele A. Ogunseitan. "Communicating Risk for a Climate-Sensitive Disease: A Case Study of Valley Fever in Central California." International Journal of Environmental Research and Public Health 16, no. 18 (September 5, 2019): 3254. http://dx.doi.org/10.3390/ijerph16183254.

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Valley Fever, or Coccidioidomycosis, a fungal respiratory disease, is prevalent with increasing incidence in the Southwestern United States, especially in the central region of California. Public health agencies in the region do not have a consistent strategy for communication and health promotion targeting vulnerable communities about this climate-sensitive disease. We used the behavior adaptation communication model to design and conduct semi-structured interviews with representatives of public health agencies in five California counties: Fresno, Kern, Kings, San Luis Obispo, and Tulare County. While none of the agencies currently include climate change information into their Valley Fever risk messaging, the agencies discuss future communication methods similar to other health risk factors such as poor air quality days and influenza virus season. For political reasons, some public health agencies deliberately avoided the use of climate change language in communicating health risk factors to farmers who are particularly vulnerable to soil and dust-borne fungal spores. The effectiveness of health communication activities of the public health agencies has not been measured in reducing the prevalence of Valley Fever in impacted communities. Given the transboundary nature of climate influence on Valley Fever risk, a concerted and consistent health communication strategy is expected to be more effective than current practices.

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Patterson, Jordan. "Cataloguing Remains an Important Skill at Public Libraries in the Modern Metadata Landscape of Norway." Evidence Based Library and Information Practice 15, no. 3 (September 15, 2020): 187–88. http://dx.doi.org/10.18438/eblip29788.

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A Review of: Preminger, M., Rype, I., Ådland, M.K., Massey, D., & Tallerås, K. (2020). The public library metadata landscape, the case of Norway 2017–2018. Cataloging & Classification Quarterly, 58(2), 127–148. https://doi.org/10.1080/01639374.2020.1711836 Abstract Objective – To understand cataloguing practices in Norwegian public libraries through the analysis of a set of MARC records. Design – Quantitative content analysis. Setting – 2 central cataloguing agencies and 49 public libraries in Norway. Subjects – 21,275 cataloguing agency records and 116,029 public library catalogue records. Methods – The researchers derived a sample set of MARC records from the central cataloguing agencies and public libraries. Matching records from each agency (i.e., records for the same manifestation catalogued separately at each agency) were compared. Then, MARC records exported from public libraries were compared to matching records from the central agencies. Main Results – The two central agencies differed in some cataloguing practices while still adhering to the accepted standards. Public libraries made few changes to records imported from central libraries, and among public libraries, larger libraries were more likely to alter agency-derived MARC records. Conclusion – Current practices indicate that despite the prevalence and efficiency of centralized cataloguing, training in cataloguing remains important in public libraries, particularly in larger libraries.

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Bielsa, Esperança. "Translation in global news agencies." Target. International Journal of Translation Studies 19, no. 1 (July 26, 2007): 135–55. http://dx.doi.org/10.1075/target.19.1.08bie.

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This article presents news agencies as vast translation agencies, structurally designed to achieve fast and reliable translations of large amounts of information. It maintains that translation is of the utmost importance in the news agencies and that it is inseparable from other journalistic practices that intervene in the production of news. Rejecting the naïve view that translations are often improvised by people who do not have the necessary training, the article claims that the news editor has the specific skills required for the elaboration of such translations, and that the organisation of news agencies has been conceived in order to facilitate communication flows between different linguistic communities so as to reach global publics with maximum speed and efficiency. If news translation has traditionally been neglected by Translation Studies it is because it usually is in the hands of journalists rather than translators. A detailed examination of the nature and processes involved in news translation problematises central concepts such as authorship and equivalence and leads Translation Studies in new directions.

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Prasetyo, Abet Sukoco, Dewi S. Soemarko, and Irmia Kusumadewi. "Prevalence of Insomnia Symptoms and Predictive Factors Among the Employees at Central Government." Advanced Science Letters 24, no. 8 (August 1, 2018): 6218–20. http://dx.doi.org/10.1166/asl.2018.12691.

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Insomnia can be occurred by employees in both private and government. Central government agencies have an important role to the technical, administrative, and analysis of government affairs such as national assets and important documents. The purpose of this study was to determine the prevalence of insomnia symptoms and the factors that have significant relationship of the employees central government agencies in Jakarta. The study design was cross-sectional involving 224 respondents. Retrieving data using questionnaires Insomnia Rating Scale (IRS). Other instrument used was a questionnaire characteristics of the respondents, Stress Diagnostic Survey (SDS), Self Reporting Questionnaire 20 (SRQ-20), and Heart Rate Variability (HRV) analyzer SA 3000P. The prevalence of insomnia symptoms in the staff offices of central government agencies reached 50%, which reached 44.2% mild insomnia symptoms and moderate insomnia symptoms were 5.8%. In this study the factors that have significant relationship are structural position (OR 0,64; 95% CI 0,41–0,98), stressor qualitative work overload medium-heavy (OR 2,50; 95% CI 1,02–6,10) and emotional mental disorders (+)/positive (OR 2,76; 95% CI 1,20–6,36). The study found that the prevalence of insomnia symptoms at the office employees of central government agencies in Jakarta is quite high.

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Wockelberg, Helena, and Shirin Ahlbäck Öberg. "Explaining the Dynamics of Management by Objectives and Results Post-NPM: The Case of the Swedish National Executive." Scandinavian Journal of Public Administration 25, no. 2 (June 1, 2021): 43–71. http://dx.doi.org/10.58235/sjpa.v25i2.7114.

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This research concludes that the Swedish institution of Management by Objectives and Results (MBOR) has changed as a result of a top-down reform. The aim of the reform, which was to reduce the number of requests for performance information that the government makes to the central government agencies, has been successfully implemented. In analysing the national government’s requests for performance information from 182 central government agencies (N=1752), this study confirms earlier claims of MBOR de-escalation. De-escalation is explained by stakeholder learning and the new policy that re-interprets performance management in terms that fit the ideals of New Public Governance. This research concludes that the size of an agency’s budget has a positive effect on the total number of requests and the government’s interest in quantitative performance indicators. Agency tasks that are relatively easy to measure and count have a significant positive effect on the number of government requests. Task is more important than budget size when governments decide what mix of indicators to request from a specific agency. In this respect, the Swedish government adjusts its requests for information to the agencies’ tasks. The results from this study contribute to the ongoing debate on the application of performance management in a post-New Public Management setting.

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Erawan, I. Gede, Fadillah Putra, and I. Gede Sentanu. "Factors Affecting Central Government’s Performance Accountability in Indonesia." Jurnal Bina Praja 13, no. 3 (December 30, 2021): 529–42. http://dx.doi.org/10.21787/jbp.13.2021.529-542.

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The literature regarding the correlation of central government spending on performance accountability and the benefits of BSC implementation on the government’s performance reporting practices are rarely discussed, especially in developing countries. Consequently, this paper aims to examine the effects of expenditure budget and BSC implementation on the Indonesian central government’s performance accountability. This research employs panel data analysis using secondary data from the central government’s assessment. The findings confirm that central government expenditure and BSC implementation significantly and positively affect performance accountability. Specifically, ministries/agencies working in financial services have higher performance accountability than ministries/agencies in politics, laws, and security affairs. Additionally, the results show that the better the education level of employees, the better performance accountability. By determining the factors that positively influence performance accountability, the central government can formulate specific policies to improve its performance.

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MacLeod, Clara, and Linda Estelí Méndez-Barrientos. "Groundwater Management in California’s Central Valley: A Focus on Disadvantaged Communities." Case Studies in the Environment 3, no. 1 (December 31, 2019): 1–13. http://dx.doi.org/10.1525/cse.2018.001883.

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In the state of California, groundwater serves 85% of Californians for at least part of their water. During the last drought (2011–2016), a high proportion of domestic wells went dry, most of which were located in disadvantaged communities (DACs) in the California Central Valley. Prior to 2014, voluntary groundwater management plans (GMPs) existed as one of the main groundwater governance options. However, little is known about the adoption of these GMPs and their effect on groundwater management. This case study analyzes the adoption of voluntary GMPs statewide and their impact on DACs that primarily rely on groundwater for drinking water. Our analysis shows low adoption of voluntary GMPs (15% for Assembly Bill [AB] 3030 and 12% for Senate Bill [SB] 1938) by local agencies. Even though GMPs were most frequently adopted in the Central Valley, the majority of domestic well shortages and DACs are concentrated there. Furthermore, water agencies, such as irrigation and water districts, had the highest adoption rate (70%), followed by cities (18%) and counties (7%), which indicates that institutional capacity is key for groundwater management. However, since only public agencies were eligible to adopt GMPs, the inclusion of private groundwater users within public agencies is questionable. In sum, the lack of voluntary GMP adoption shows that they were unsuccessful in incentivizing or facilitating institutional action. Finally, restrictions on eligibility to design GMPs underscore the persistent challenge of involving all users in local water management, which may be key to close the gap between policy design and socio-ecological outcomes.

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Haneem, Faizura, Nazri Kama, Azri Azmi, Azizul Azizan, and Suriani Mohd Sam. "Master Data Domains Prioritization and Privacy Classification in Government Agencies: An empirical study of Malaysia Local Government." International Journal of Engineering & Technology 7, no. 3.20 (September 1, 2018): 322. http://dx.doi.org/10.14419/ijet.v7i3.20.19174.

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Master data is the most valuable information in each government agency such as customers, suppliers, products, accounts, and the relationships between them. In government agencies, master data are scattered across various agencies, managed in a silo environment in multiple applications and database systems. This silo data management issue led to data quality issues such as data duplication and also may cause disaster to the agencies due to the complexity and higher cost and resource requirement. To resolve the issue, the Master Data Management (MDM) implementation at central level could minimize the data duplication problem by establishing a single source of truth by consolidating and integrating multiple master data from multiple agencies into central repository. The central repository can be referred by other applications across multiple agencies instead of creating new entities in their local database systems. However, in the initial stage of the MDM implementation process, master data across government agencies must be assessed and prioritized to ensure the success of the implementation. Hence, this study aims to clarify the domains prioritization and the privacy classification of master data in government agencies by using a qualitative and quantitative data analysis approach. It involves participative case studies from seven (7) Malaysia’s local government agencies. The study identifies 36 sets of master data which generally prioritized into three domains which are; 1) services and products, 2) customers, and 3) service providers. From these master datasets, 20 datasets (56%) are classified as open data. The result of this study is in contrast with most of the current literatures that stated the MDM typically prioritize on the customer data domain as compared to other domains. This study also indicates that the government agency has a high potential to share these open master data to the centralized MDM platform with worry-free of the privacy issues.

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Upreti, Yukesh. "A Study of Inter-Agencies Cooperation in Border Governance of Nepal." Journal of APF Command and Staff College 5, no. 1 (November 10, 2022): 109–30. http://dx.doi.org/10.3126/japfcsc.v5i1.49351.

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Coordinated border management (CBM) refers to a coordinated approach by border agencies, both domestic and international for achieving efficiencies by facilitating trade and travel flows, with maintaining a balance with compliance requirements. The core objective of this paper is to identify governmental agencies cooperation for border governance of Nepal. For the purpose of understanding inter agency cooperation the research uses both qualitative and quantitative approach with descriptive design using both primary and secondary data. The findings show that there are 12 ministries at federal level and 14 departments with 670 borderline agencies in Nepal. The central ministry, departments, regional offices, district offices and borderline offices are the hierarchical system in intra- agencies. At national level there are different working groups and committee form different ministry. At district level, District Administration Office plays a lead role for local border management by instructing and upervising others agencies in interagency coordination. In order to maintain peace, security and curtail cross border crime, the security agencies are having cordial cooperation by exchanging high level information exchange, sharing of work, regular training and joint inspection by constructing different working groups. The study suggests establishing a national border management policy to incorporate all tiers agencies by constructing national border management Authority to coordinate all agencies from central level to local level which reduce unnecessary work duplication by amending relevant statutes.

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Müller, Moritz, and Caelesta Braun. "Guiding or Following the Crowd? Strategic Communication as Reputational and Regulatory Strategy." Journal of Public Administration Research and Theory 31, no. 4 (April 13, 2021): 670–86. http://dx.doi.org/10.1093/jopart/muab008.

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Abstract A recently emerging literature demonstrates that reputational concerns explain why regulatory agencies strategically communicate and engage with their manifold audience. We complement this literature by examining the potential of strategic communication as a reputational and regulatory strategy. Based on a reputational approach to public agencies, we assume agencies to strategically diversify between proactively or reactively engaging with public concerns raised by their audiences, depending on whether a core or evolving competency is at stake. We test these assumptions empirically by examining frame alignment between formal communication of the European Central Bank (ECB) and public concerns raised by ECB audiences. Our analysis yields two key findings. First, our findings indicate external frame alignment signaling a strategic reactive strategy by the ECB to diversify its timing in responding to concerns raised by its audiences. Second, we find a pattern of internal frame alignment between the ECB’s core competencies and evolving competencies, indicating strategic linkage of attention to various competencies. Our study demonstrates how analyzing an agency’s formal communication in tandem with public concerns of its audiences via machine learning techniques can significantly improve our understanding of agency responsiveness and yields significant insights into the democratic legitimacy of regulatory agencies.

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FINANCE, MINISTRY OF. "Regulations on the Management of Dedicated Central Subsidy Funds for Local Public Security Agencies, Procuratorial Agencies, and Courts of Justice." Chinese Law & Government 37, no. 2 (March 2004): 37–40. http://dx.doi.org/10.1080/00094609.2004.11036379.

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38

Sandt, Adrian, and Haitham Al-Deek. "A Wrong-Way Driving Crash Risk Reduction Approach for Cost-Effective Installation of Advanced Technology Wrong-Way Driving Countermeasures." Transportation Research Record: Journal of the Transportation Research Board 2672, no. 14 (June 21, 2018): 85–95. http://dx.doi.org/10.1177/0361198118778938.

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Wrong-way driving (WWD) is hazardous on high-speed limited access facilities. Traditional signage and pavement markings will not always prevent intoxicated or confused drivers from entering these facilities the wrong way. To better alert wrong-way drivers, agencies can consider WWD countermeasures equipped with advanced technologies (including warning lights and detection devices) on exit ramps. However, these countermeasures can be expensive for agencies to install on entire roadways or corridors. This paper develops an innovative WWD crash risk (WWCR) reduction approach consisting of a WWCR segment model and an optimization algorithm that can be used to help agencies decide where to install WWD countermeasures. The approach examines segments of limited access facilities to determine the interchanges where advanced technology WWD countermeasures will provide the greatest reduction in WWCR based on an agency’s available resources. A hypothetical example application of this approach is shown for the Central Florida Expressway Authority toll road network. This example shows how the WWCR reduction approach can help agencies identify the optimal investment level and high-risk locations. It also shows how the optimization algorithm can provide significant cost savings compared with equipping entire roadway segments (57% savings) or corridors (83% savings). Agencies can customize the algorithm by adding constraints to represent various scenarios and make the algorithm applicable for networks ranging from single roadways to statewide systems. This WWCR reduction approach could be utilized by agencies nationwide to help them save resources and prioritize investment.

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Williams, Garrath. "Monomaniacs or Schizophrenics?: Responsible Governance and the EU's Independent Agencies." Political Studies 53, no. 1 (March 2005): 82–99. http://dx.doi.org/10.1111/j.1467-9248.2005.00518.x.

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This paper examines the creation of independent agencies within the EU, such as the European Environment Agency (EEA) and the European Central Bank (ECB). Majone and others have argued the case for European regulatory agencies. Such agencies can provide for continuity, expertise, accountability and effective authority – in short, an institutionalisation of responsibility. Against this optimism, I argue that a dilemma of institutional design naturally arises from the agencies' situation in the EU. On the one side, we risk creating powerful agencies that institutionalise monomania – that is, agencies that single-mindedly and all-too-effectively pursue narrow agendas, inadequately checked by other bodies. On the other, we are also likely to encounter relatively impotent agencies which institutionalise schizophrenia — that is, agencies that must scout around for audience and support, and hence are unable to act effectively.

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Guo, Xuezhi. "Controlling Corruption in the Party: China's Central Discipline Inspection Commission." China Quarterly 219 (August 27, 2014): 597–624. http://dx.doi.org/10.1017/s0305741014000770.

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AbstractThis article investigates a prominent but little discussed CCP central organ, the Central Discipline Inspection Commission (CDIC), and its local discipline inspection commissions (DICs) in the post-Mao era. It analyses how the CCP exerts its control over the disciplinary organizations and argues that the disciplinary agencies' lack of autonomy hinders their efforts to crack down on corruption. This article investigates the important role played by the CDIC in CCP politics by examining its organizational structure, modes of operation and criteria for imposing disciplinary sanctions, and evaluates the measures and approaches employed by the Party's disciplinary organizations to combat corruption. The study concludes that structural, institutional and cultural factors hinder the effectiveness of the CCP's disciplinary agencies in their efforts to control Party members, officials and corruption.

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Blom, Rutger. "Mixed Feelings? Comparing the Effects of Perceived Red Tape and Job Goal Clarity on HRM Satisfaction and Organizational Commitment Across Central Government, Government Agencies, and Businesses." Public Personnel Management 49, no. 3 (September 24, 2019): 421–43. http://dx.doi.org/10.1177/0091026019878204.

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In the past decades, increasing attention in the public sector has been paid to the relationship between human resource management (HRM) practices and organizational commitment. The bureaucratic structure of public organizations has often been mentioned to have a negative impact on this relationship. To reduce red tape and increase goal clarity, governments worldwide have created semi-autonomous agencies that operate at arm’s length, expecting that they would operate under more business-like conditions with positive effects on organizational commitment. In this study, these positive expectations were tested using groups of employees working at central government, two types of agencies, and businesses. Using multigroup structural equation modeling with a Dutch data set containing 2,432 respondents, the findings provide little support for the notion that agencies are similar to businesses in terms of bureaucracy and ways to stimulate employee commitment, and even indicate that some agencies are more bureaucratic than central government.

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Fazekas, János. "The Role of Central Agencies in the Field of Public Service Provision." Annales Universitatis Scientiarum Budapestinensis de Rolando Eötvös Nominatae. Sectio iuridica 58 (2019): 147–56. http://dx.doi.org/10.56749/annales.elteajk.2019.lviii.9.147.

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Ando, Shingo, Stanislava Golubchenko, Kanta Kumeyama, and Mamoru Taniguchi. "Trends in Central Ministries and Agencies’ measures to create Regional Experience Seekers." Reports of the City Planning Institute of Japan 21, no. 2 (September 9, 2022): 204–11. http://dx.doi.org/10.11361/reportscpij.21.2_204.

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Cho, Suk Choon. "The New Constitution and the Reorganization of the Korean Central Government Agencies." Korean Journal of Policy Studies 2 (December 31, 1987): 123–31. http://dx.doi.org/10.52372/kjps02007.

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The new constitution stipulates that the legislative and the judicial controls over the executive should be increased under the new government. Local autonomy with the full-fledged operation of local councils will be resumed after 26 years of cease since the military take-over of government in 1961. In the sphere of economy, the interests of those neglected in the past will be promoted, the freedoms of expression, gathering and organization will also be promoted under the new constitution. Under this constitution, the ensuing reorganization of the government should follow the principles of simplification, democratization and economic self-regulation. The functions of the Home Ministry should be re-examined under the new context of political environment. The police function should be neutralized from politics by bringing it under an independent regulatory commission. The Bureau of Budget should be removed from the Economic Planning Board and be placed directly under the Prime Minister. Ministry of Education should be relieved from university administration and this function should also belong to an independent commission. Ministry of Culture and Public Information also has to be relieved from propaganda function.

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Loveday, Barry. "The competing role of central and local agencies in crime prevention strategies." Local Government Studies 20, no. 3 (September 1994): 361–73. http://dx.doi.org/10.1080/03003939408433733.

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Farmer, Andrew M. "A New Network to Aid Enforcement of Environmental Laws in Central and Eastern Europe and Central Asia." European Energy and Environmental Law Review 8, Issue 1 (January 1, 1999): 15–17. http://dx.doi.org/10.54648/eelr1999003.

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A new international network (ECAINECE) of environmental law enforcement agencies was established in May 1998 covering countries of central and eastern Europe and Central Asia. It is different from existing European networks (e.g. IMPEL) in not focusing on a common set of legislation, but shares common goals of exchange of information and experience. Success of the network would significantly aid the development of environmental law and its enforcement in non EU accession transition states.

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Shanyan Huang, and Hanyuh Liu. "Addressing the Position in a Customer-focused Internet Business Model:The Diversity between Central Agencies and Local Agencies in Taiwan's e-Government." International Journal of Information Processing and Management 2, no. 4 (October 31, 2011): 74–84. http://dx.doi.org/10.4156/ijipm.vol2.issue4.9.

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Cunningham, Edward. "Firm Price Tree Trimming at Jersey Central Power and Light." Arboriculture & Urban Forestry 13, no. 12 (December 1, 1987): 299–303. http://dx.doi.org/10.48044/jauf.1987.059.

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Despite high population density and plethora of shade tree regulating agencies, JCP&L has found the use of firm price distribution tree trimming to be more cost effective, provides consistently more clearance than time and material jobs, while still maintaining quality work.

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LI, Nan. "Xi Jinping and the People’s Liberation Army Restructuring." East Asian Policy 08, no. 04 (October 2016): 24–37. http://dx.doi.org/10.1142/s1793930516000374.

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Restructuring has empowered Xi to control the People’s Liberation Army by dismantling general departments and requiring new Central Military Commission agencies to report to him directly; by separating monitoring agencies from performing agencies to enhance "checks and oversight"; and by dividing powers for "construction" and for "operations" between services and theatres. Restructuring has also divested regional headquarters of responsibility of running army units. This enables theatres to become genuinely multi-service, laying the basis for joint operations.

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Sparrow, Elizabeth. "The Swiss and Swabian Agencies, 1795–1801." Historical Journal 35, no. 4 (December 1992): 861–84. http://dx.doi.org/10.1017/s0018246x00026194.

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AbstractThis article continues an examination of the British government's counter-revolutionary organization begun in ‘The Alien Office 1792-1806’, The Historical Journal, XXXIII (1990), which outlined the department's functions and secret service policy. The Swiss and Swabian agencies were one aspect of British foreign secret service; they linked the French princes' secret agents to the British government under the central European control of William Wickham, ambassador in Berne 1794–7, and military and diplomatic subsidiaries. Anti-republican secret committees were set up covering all France, Switzerland, northern Italy and southern Germany, which included members from every grade of society. French republican generals, even Ministers were swayed, allowing infiltration of the French secret police. British control was however limited to the finesse of finance – bribery was implicit. By never offering enough to the leaders and too much to assistants, initial constitutional intentions slid into subversion and assassination. The first complete andfully documented description is included of how, why, and by whom, the French deputies were assassinated at Rastadt.

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Journal articles on the topic 'Central agencies'

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