This unique book combines state-specific facts and 30 fun-to-do hands-on projects. The Government Projects Book includes making a three branches state government tree and adding leaves of each branch's functions, designing a simple census questionnaire, staging a mock classroom election, holding a meeting with Robert's Rules of Order and more! Kids will have a blast and build essential knowledge skills including research, reading, writing, science and math. Great for students in K-8 grades and for displaying in the classroom, library or home.

This volume provides a comprehensive analysis of both the historical and the contemporary dimensions of the politics and government of the First State. Once a sparsely populated, agrarian, and relatively insignificant polity, Delaware has become a densely and diversely populated financial and legal center often called the corporation capital of the world. Delaware s prime location has been central to its development and transition from a goods-producing economy to a fast-growing, service-based economy. Despite its diminutive size, Delaware is, in many ways, the nation s preferred corporate home. William W. Boyer and Edward C. Ratledge provide an overview of Delaware s history, structure, and present politics and explain why one of the smallest states in the country is also one of the most powerful. Delaware continually promotes pro-business legislation, business and public objectives are entwined, and privatization is a dominant theme in public affairs. The state has an individualistic political order in which public participation is indirect and citizen activism is limited.

The SSBCI provides funding to states, territories, and eligible municipalities to expand existing or to create new state small business investment programs, including state capital access programs, collateral support programs, loan participation programs, loan guarantee programs, and venture capital programs. This book examines the SSBCI and its implementation, including Treasury's response to initial program audits conducted by the U.S. Government Accountability Office and Treasury's Office of Inspector General. These audits suggested that SSBCI participants were generally complying with the statute's requirements, but that some compliance problems existed, in that, the Treasury's oversight of the program could be improved; and performance measures were needed to assess the program's efficacy.

This volume discusses the current state of the nation's blood supply--including studies of blood availability, ways of enhancing blood collection and distribution, frozen red cell technology, logistical concerns in prepositioning frozen blood, extended liquid storage of red cells, and blood substitutes.

The federal government wastes your tax dollars worse than a drunken sailor on shore leave. The 1984 Grace Commission uncovered that the Department of Defense spent $640 for a toilet seat and $436 for a hammer. Twenty years later things weren't much better. In 2004, Congress spent a record-breaking $22.9 billion dollars of your money on 10,656 of their pork-barrel projects. The war on terror has a lot to do with the record $413 billion in deficit spending, but it's also the result of pork over the last 18 years the likes of: - $50 million for an indoor rain forest in Iowa - $102 million to study screwworms which were long ago eradicated from American soil - $273,000 to combat goth culture in Missouri - $2.2 million to renovate the North Pole (Lucky for Santa!) - $50,000 for a tattoo removal program in California - $1 million for ornamental fish research Funny in some instances and jaw-droppingly stupid and wasteful in others, The Pig Book proves one thing about Capitol Hill: pork is king!

Recurrent problems with project performance in the U.S. Department of Energy (DOE) in the 1990s raised questions in Congress about the practices and processes used by the department to manage projects. The 105th Committee of Conference on Energy and Water Resources directed DOE to investigate establishing a project review process. Many of the findings and recommendations in this series of reports identified the need for improved planning in the early project stages (front-end planning) to get the project off to the right start, and the continuous monitoring of projects by senior management to make sure the project stays on course. These reports also stressed the need for DOE to act as an owner, not a contractor, and to train its personnel to function not as traditional project managers but as knowledgeable owner's representatives in dealing with projects and contractors. The NRC Committee for Oversight and Assessment of Department of Energy Project Management determined that it would be helpful for DOE to sponsor a forum in which representatives from DOE and from leading corporations with large, successful construction programs would discuss how the owner's role is conducted in government and in industry. In so doing, the committee does not claim that all industrial firms are better at project management than the DOE. Far from it-the case studies represented at this forum were selected specifically because these firms were perceived by the committee to be exemplars of the very best practices in project management. Nor is it implied that reaching this level is easy; the industry speakers themselves show that excellence in project management is difficult to achieve and perhaps even more difficult to maintain. Nevertheless, they have been successful in doing so, through constant attention by senior management.