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Cover -- Half Title -- Title -- Copyright -- Contents -- List of Tables -- List of Figures -- Preface -- Acknowledgments -- PART 1--THE ANALYSIS -- CHAPTER 1: INTRODUCTION -- Data Collection and Methodology -- The Nature of the Costs of the EIS Process -- CHAPTER 2: KEY ISSUES IN STATE-LEVEL ENVIRONMENTAL REVIEW -- The Policy Statement -- Recommendation #1 -- Elements of the Environmental Impact Statement -- Recommendation #2 -- Criteria for EIS Preparation -- Recommendation #3 -- Extensiveness of EIS Applicability -- Recommendation #4 -- Enforcement -- Threshold Determination -- Recommendation #5 -- Rejection of Inadequate EIS's -- Recommendation #6 -- Public Participation -- Recommendation #7 -- CHAPTER 3: THE COSTS OF STATE-LEVEL ENVIRONMENTAL REVIEW -- Problems in Assessing EIS-Related Costs -- The Costs of Environmental Review -- Coordinating Costs -- Preparation and Review Costs -- Total Costs -- Trends in Cost and Caseload -- Conclusions -- Towards a More Efficient and Effective EIS Process -- Timing of EIS Preparation -- Recommendation #8 -- Scope and Content of the EIS -- Recommendation #9 -- Coordination with Existing Requirements -- 1. The Permit Process -- Recommendation #10 -- 2. Land-Use Regulation -- Recommendation #11 -- 3. The National Environmental Policy Act -- Recommendation #12 -- Procedural and Substantive Streamlining -- 1. Baseline Information -- Recommendation #13 -- 2. Exemptions -- Recommendation #14 -- 3. Consultants and Fees -- Recommendation #15 -- 4. Statute of Limitation -- Recommendation #16 -- PART 2--THE INFORMATION -- CHAPTER 4: FOCUS: ENVIRONMENTAL REVIEW IN SIX STATES -- California -- Washington -- North Carolina -- Massachusetts -- Minnesota -- New York -- CHAPTER 5: BRIEF: THE TWELVE OTHER SEPA STATES -- Connecticut -- Hawaii -- Indiana -- Maryland -- Michigan -- Montana -- New Jersey -- South Dakota.

The combined effect of increasing problem complexity and growing demand for participation in decisions has forced policymaking and decision making in organizations to become less an analytic endeavor and more a process of "knowledge management ' This requires an intermediarv to mediate among conflicting perspectives and integrate the different forms and levels of knowledge This article describes one such approach to knowledge management that utilizes a third party to create and facilitate a temporary task organization Following a brief case example, some research resultsfrom an evaluation of six past applications of the approach are presented These results provide insight into the effective structuring and conduct of knowledge management procedures

The Federal Photovoltaics Utilization Program (FPUP) was established in 1978 with the belief that getting photovoltaic cells into the market was a "bootstrap problem" -- one of eliminating market uncertainties through federal procurements to enable investments in improved production processes. A lack of clearly defined program objectives & expected results, however, was translated into continuing difficulties in implementation. Using the FPUP experience as an example, an alternative model of photovoltaic procurement is proposed that is simultaneously more structured (in that greater analytical control is used in selecting applications to fund) & more adaptive (in that continuous feedback is built in). A discussion of such a framework & sequential evaluation design is followed by comments pertaining to the future of other commercialization efforts. 5 Tables, 2 Figures. HA.

As Environmental Impact Statements (EIS) become increasingly important in the policymaking process, it is vital that they be as complete and accurate as possible. The authors of this volume consider ways in which the development and evaluation of scientific and technical information for EIS can be improved.

Intro; Half Title; Title Page; Copyright Page; Table of Contents; List of figures and tables; Acknowledgements; 1 Introduction and conceptual framework; The imperative of inclusive green growth; Taking the Green Leap to an inclusive economy; Conceptual framework; 2 Towards a new framework for inclusive design thinking; Case study 2.1: Ecofiltro -- Providing access to clean water by engaging the BoP in the value chain process; Case study 2.2: Collective impact-based microwork approach for self-reliance of autism spectrum disorders

This paper develops a model of executive leadership consisting of four competing roles: Vision Setter, Motivator, Analyzer, and Task Master. These four roles are operationalized and hypotheses are then tested concerning their relationships to three dimensions of firm performance using data collected from a sample of 916 top managers. Results suggest that CEOs with high "behavioral complexity" - the ability to play multiple, competing roles - produce the best firm performance, particularly with respect to business performance (growth and innovation) and organizational (stakeholder) effectiveness. Executive leadership role had little to do with firms' financial performance.