Intended for both students and practitioners in public administration who want to communicate more effectively with a variety of audiences, this book offers clear, easy-to-understand guidelines on how to write more clearly, concisely, and coherently, as well as correctly. It covers the basics of good English and applies those basics to general forms (such as memos, letters, and e-mails) and more specific forms (such as newsletters, proposals, budget justifications, and rules) used in the public sector.
Benefiting from the authors' many years of teaching undergraduate and graduate students and practitioners, here is a clear, comprehensive, practice-oriented text for public budgeting courses. Rather than presenting each budgeting concern in mind-numbing detail, the book offers a commonsensical view of public budgeting and its importance to current and future public managers. The text is designed to show readers how managers relate to budgeting and how their actions make a difference in the operation and performance of public organizations. The book covers the historical development of public budgeting, sources of public revenues, revenue management, budgeting processes and formats, operating techniques, politics within public budgeting, and more. "Budgeting for Public Managers" is concise, clearly written, well illustrated, and grounded in the real-world concerns of public managers. Each chapter concludes with a helpful list of additional reading and resources for readers who want to dig deeper into budgeting practice and application.
Sir John French had been appointed Chief of the Imperial General Staff (CIGS) in March 1912 and was promoted Field Marshal in June 1913. Following the Curragh incident in March 1914 he was forced to resign, nevertheless when war broke out he was given command of the BEF; he was nearly sixty-two years of age. Critics have argued that French's military experience, ability, acumen and temperament showed he was unfitted for such a command. Certainly his moods swung like a pendulum from over-optimism to deepest gloom. He was convinced during the retreat from Mons that disaster was inevitable, to the point that Kitchener had to come out and stiffen his resolve. In May 1915 he sacked Smith-Dorrien, commanding Second Army, among other things for making a stand at Le Cateau, (26/27 August 1914) having previously commended him for his action (see Despatch dated 7 Sep 1914). Following the unsuccessful attack on Aubers Ridge in May 1915, as a means of bringing pressure to bear on the government he revealed details of what he held to be the scandal of ammunition shortages to the military correspondent of The Times, and the ensuing article played a significant part in the decision to form a coalition government. The failure of the Loos offensive, the culmination of a year of failures, was the final nail in the coffin, especially as there was a sharp disagreement between French and Haig (commanding First Army which fought the battle) about the former's handling of the reserve. French claimed in his despatch dated 15 Oct 1915 that he had put the 21st and 24th Divisions from GHQ reserve at Haig's disposal at 0930 25th September and the Guards Division on the morning of the 26th. Haig formally protested that these statements were incorrect, that these divisions did not come under his command till later than stated and he wished that fact to be placed on record. In December 1915 This book contains eight despatches. The first, dated 7th Sep covers the arrival of the BEF in France, the Battle of Mons and the retreat to 28th Aug. The second takes the story on to 10th Sep describing the Battle of the Marne and the advance to the Aisne. The next despatch deals with the Battle of the Aisne and, of especial interest to medallists, is accompanied by the complete list, by regiments, of all Mentioned in Despatches since the beginning of the war. Subsequent despatches cover 1st Ypres, the Winter Campaign, Neuve Chapelle, 2nd Ypres (German gas attack) and Loos with three more lists of MiD awards totalling some 360 pages.
A unique, clearly written, and logically organized volume, Public Finance Administration, Second Edition provides a comprehensive focus on the management of public funds. Ideal for the nonexpert with a public administration background, this easy-to-read new edition is updated in content and examples. Authors B. J. Reed and John W. Swain begin with a broad introduction to public finance administration, including its relationship to public budgeting, the practice of public sector accounting, and the economic concepts of money and value. Next, they cover revenues and expenditures, including how they are administered and the importance of forecasting and cost analysis. Later chapters deal with such technical areas as managing cash flow, investment, debts, risk, purchasing, capital budgets, and the financial components of human resource management. The volume includes a look at the evaluative side of public finance such as auditing, assessing financial conditions, and the emerging use of development finance. In addition, the authors point to relevant web sites on the Internet for more information on public finance administration. Filling a need for courses in public finance administration, this volume provides a public administration based approach to the subject with a highly practical orientation.
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