Relevant bibliographies by topics / South Carolina. Executive Council

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'South Carolina. Executive Council'

Author: Grafiati
Published: 4 June 2021
Last updated: 15 February 2022

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Journal articles on the topic "South Carolina. Executive Council"

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Epstein, Richard A. "Lucas v. South Carolina Coastal Council: A Tangled Web of Expectations." Stanford Law Review 45, no. 5 (May 1993): 1369. http://dx.doi.org/10.2307/1229072.

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Greene, Jack P., and Robert J. Cain. "The Colonial Records of North Carolina [Second Series]: Volume VII: Records of the Executive Council, 1664-1734; Volume VIII: Records of the Executive Council, 1735-1754; Volume IX: Records of the Executive Council, 1755-1775." Journal of Southern History 62, no. 3 (August 1996): 558. http://dx.doi.org/10.2307/2211505.

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Tran, Henry, Jessica McCormick, and Trang Thu Nguyen. "The cost of replacing South Carolina high school principals." Management in Education 32, no. 3 (March 27, 2018): 109–18. http://dx.doi.org/10.1177/0892020617747609.

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The purpose of this study is to examine the costs of replacing high school principals. The technique for cost estimation used is the ‘ingredients method’ and is based on the economic principle of opportunity cost. It is the recommended form of cost analysis by experts in the field. Within this study, the ingredients method systematically identifies all the resources required to replace high school principals, and attaches prices to each of those ingredients. The systematic nature of the method allows for costs to be measured and compared across studies. Data were obtained from executive-level human resource management across six South Carolina public school districts. Costs of high school replacement varied by district (ranging from $10,413.03 to $51,659.27), with the sample average equating to $23,974.29. The methodology used in this study can be replicated across the globe to estimate the cost of replacing school leaders.
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Hatchard, John. "Towards Majority Rule in South Africa: The Transitional Executive Council Act 1993." Journal of African Law 37, no. 2 (1993): 206–11. http://dx.doi.org/10.1017/s002185530001127x.

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Retzlaff, Rebecca, and Sarah Sisser. "Property rights and coastal protection: the case ofLucas v. South Carolina Coastal Council." Planning Perspectives 29, no. 3 (September 19, 2013): 275–300. http://dx.doi.org/10.1080/02665433.2013.829391.

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Sax, Joseph L. "Property Rights and the Economy of Nature: Understanding Lucas v. South Carolina Coastal Council." Stanford Law Review 45, no. 5 (May 1993): 1433. http://dx.doi.org/10.2307/1229075.

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BECK-DUDLEY, CARYN L., and JAMES E. MACDONALD. "LUCAS V. SOUTH CAROLINA COASTAL COUNCIL, TAKINGS, AND THE SEARCH FOR THE COMMON GOOD." American Business Law Journal 33, no. 2 (December 1995): 153–78. http://dx.doi.org/10.1111/j.1744-1714.1995.tb00890.x.

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Szasz, Paul C. "The Action Does Not Violate International Law." American Journal of International Law 82, no. 2 (April 1988): 314–18. http://dx.doi.org/10.2307/2203191.

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I am pleased to have been given an opportunity to respond to Professor Barrie’s arguments that the decision of the Executive Council of the Society to divest its portfolio of stocks in all corporations with investments in South Africa was both substantively misguided and legally improper.
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Lichtenberg, Donovan R. "Summary of the Report of the NCTM-MAA Task Force on the Mathematics Curriculum for Grades 11-13." Mathematics Teacher 81, no. 6 (September 1988): 442–43. http://dx.doi.org/10.5951/mt.81.6.0442.

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Early in 1986, the National Council of Teachers of Mathematics and the Mathematical Association of America established a joint Task Force on the Mathematics Curriculum for Grades 11- 13. The task force consisted of a five-person executive committee and a sixteen-member corresponding committee. The members of the executive committee were Joan Leitzel, chair, of Ohio State University; Philip Curtis of the University of California, Los Angeles; Charles Hamberg of the Illinois Mathematics and Science Academy; Donovan Lichtenberg of the University of South Florida: and Ann Watkins of Los Angeles Pierce College.
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Davis, Susan A. "“A Circular Council of People With Equal Ideas”." Journal of Music Teacher Education 26, no. 2 (July 24, 2016): 25–38. http://dx.doi.org/10.1177/1057083716631387.

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Mentoring in music education programs is such a ubiquitous part of the process; it is sometimes overlooked or subsumed under other categories. The purpose of this article is to highlight mentoring relationships within an undergraduate music teacher education program. Formal, informal, vertical, and horizontal mentoring are examined from the perspectives of undergraduate preservice music teachers working in a community-university partnership. The data are culled from a 14 month, intrinsic case study of the University of South Carolina String Project, designed to examine the participant experience for all member groups within the string project—the undergraduate preservice teachers, the community students, and the faculty. Mentoring relationships are explored as a critical component of experience for the preservice teachers. Their voices are presented here to illustrate the value they placed on mentoring, as well as the challenges that emerged in construction of a mentoring mosaic as part of their preservice teaching experience.
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Dissertations / Theses on the topic "South Carolina. Executive Council"

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Lager, Eric Andrew. "Radical politics in revolutionary times the South Carolina Secession Convention and Executive Council of 1862 /." Connect to this title online, 2008. http://etd.lib.clemson.edu/documents/1239896121/.

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Talley, Harold Glymph. "City council minutes reveal Black life in Charleston and Greenville, South Carolina, 1850-1900." DigitalCommons@Robert W. Woodruff Library, Atlanta University Center, 1991. http://digitalcommons.auctr.edu/dissertations/1373.

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In this dissertation, the writer has been concerned with the life of blacks In Charleston and Greenville, South Carolina during slavery, Reconstruction and early segregation. Throughout history, the black: segment- of the pOPlJlatlon hae played an important role in the aevelopment of their cities. However, the I nst i tut Ions of s j avery ana segrega tl on createa a distinct economic, political and social order for blacks. As blacks struggled to improve their life style, they found the city government to be an avenue of change. The writer has selected city council minutes as a means of filling in a portion of the missing segment of history. It is hoped that the material in this dissertation uncovered the vital role Blacks played In shaping the communities of Charleston and GreenvilIe, South Carolina.
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Katoma, Fillemon Ndangi. "The role of middle managers in strategy execution : a case study of a local authority council." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/957.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
ENGLISH ABSTRACT: Successful strategy execution remains critical for any organisation. Yet many organisations seem to have difficulties in implementing their strategies, especially in the public sector. This study explores the role of middle managers in executing organisational strategies in the local government sector. The study adopted a qualitative research method and followed a case study strategy, using a local authority council (LAC) in Namibia. Using semi-structured individual interviews, I interviewed 10 middle managers, selected through applying purposive sampling and representing diverse characteristics of the target group. I introduced a theoretical framework consisting of four research focus areas to guide the study: the value-adding role of middle managers, the key enablers for middle managers to execute strategies successfully, the key processes they follow and the key tools they use to implement corporate strategies. I also conducted a critical literature review on the above focus areas. The findings suggest that middle managers interpret, communicate and translate organisational strategic goals into actions in their value-adding role as champions, synthesisers, facilitators and implementers. The results of the research study also indicates that communication and the availability of resources are key enabling factors, whereas systems, structures, policies and communication channels are key processes impacting on the middle managers' effective implementation of corporate strategies in this LAC. In the same vein, resources – information technology (IT) in particular, performance management systems and laws – were found to be the key tools. Some disconfirming evidence also emerged from the study, suggesting that some middle managers play a value-subtracting role, characterised by disruptive behaviour and being bogged down in routine duties. This research study is, at best, an explorative one, as it used a limited sample. Further research is necessary to gain more in-depth insights about the different roles of middle managers and their influence on strategy generation and implementation versus the role of top/senior managers. As the study employed a case study design, the generalisability of the findings is also limited to this LAC. Further, while I aimed to give a trustworthy account of the experiences of the research participants, many factors may have interfered with the processes of fair collection and interpretation of data, including personal emotional involvement with the topic, presuppositions formed from reading the literature, and various aspects of the interaction with the research participants. Further research is therefore needed to validate the assumed relationships that are expressed in the thematic map. This study is of value to the LAC in that, in the present context of this organisation, top management formulate the organisational strategic goals (vision, mission, strategic thrusts and objectives), with little involvement of middle managers. The study records the views of middle managers, indicating that there is a gap between the agenda setting and leadership of top managers and the observed roles of middle managers. Yet, effective strategy execution requires constant feedback, commenting on and questioning the strategy in order to facilitate understanding. Middle managers thus correctly argue that continuous dialogue and interaction with senior managers increases the alignment of their tactical initiatives with top management's conception of corporate strategy.
AFRIKAANSE OPSOMMING: Suksesvolle strategieuitvoering bly van deurslaggewende belang vir enige organisasie. Tog is dit oënskynlik vir menige instansie moeilik om hulle strategieë ten uitvoer te bring, veral in die openbare sektor. Hierdie studie ondersoek die rol van middelvlakbestuurders in die toepassing van organisatoriese strategieë in die plaaslike regeringsektor. Met behulp van ʼn kwalitatiewe navorsingsmetode en ʼn gevallestudieontwerp, is ʼn Namibiese plaaslike regeringsraad ('n sogenaamde LAC) onder die loep geneem. Semi-gestruktureerde afsonderlike onderhoude is met tien middelvlakbestuurders gevoer, welke tiental deur doelgerigte steekproefneming gekies is en die diverse kenmerke van die teikengroep verteenwoordig. Die studie word gerig deur ʼn teoretiese raamwerk met vier navorsingsfokusgebiede, naamlik die waardetoevoegingsrol van middelvlakbestuurders; die kerninstaatstellers vir middelvlakbestuurders om strategieë suksesvol in werking te stel; en die kernprosesse wat middelvlakbestuurders volg, sowel as die kerninstrumente wat hulle gebruik om korporatiewe strategieë uit te voer. ʼn Oorsig van kritieke literatuur is ook op elk van voormelde fokusgebiede onderneem. Die bevindinge dui daarop dat middelvlakbestuurders, in hulle waardetoevoegingsrol as kampvegters, sintetiseerders, fasiliteerders en toepassers, organisatoriese strategiese doelwitte vertolk, oordra en in dade omskakel. Die navorsing bevind ook dat kommunikasie en die beskikbaarheid van hulpbronne kerninstaatstellers is, terwyl stelsels, struktuur, beleid en kommunikasiekanale die kernprosesse is wat middelvlakbestuurders se doeltreffende inwerkingstelling van korporatiewe strategieë in die LAC onder beskouing beïnvloed. In dieselfde trant blyk hulpbronne – veral inligtingstegnologie, ʼn prestasiebestuurstelsel en wette – die kerninstrumente te wees. Die studie lewer egter ook teenstellende bewyse op dat sommige middelvlakbestuurders inderwaarheid ʼn waardeverminderingsrol speel, omdat hulle ontwrigtend optree en in roetinetake vasval. Hierdie navorsingstudie is hoogstens ondersoekend, met ʼn beperkte steekproef. Verdere navorsing is dus nodig om ʼn dieper insig in die verskillende rolle van middelvlakbestuurders en hulle invloed op die formulering en inwerkingstelling van strategie teenoor dié van top-/senior bestuurders te verkry. Aangesien die studie van ʼn gevallestudieontwerp gebruik maak, is die veralgemeenbaarheid van die bevindinge ook beperk tot die onderhawige LAC. Voorts, hoewel die studie 'n betroubare weergawe van die navorsingsdeelnemers se ervaringe probeer gee, kon verskeie faktore met die prosesse van billike datainsameling en datavertolking ingemeng het, wat persoonlike betrokkenheid by die onderwerp, vooronderstellings uit die literatuur, en vele aspekte met betrekking tot wisselwerking met navorsingsdeelnemers insluit. Die aangenome verhoudinge in die tematiese kaart moet dus deur middel van verdere navorsing bekragtig word. Die studie is van waarde vir die betrokke LAC, aangesien die topbestuur van die organisasie tans die organisatoriese strategiese doelwitte (visie, misie, strategiese fokuspunte en oogmerke) sonder veel oorleg met middelvlakbestuurders bepaal. Middelvlakbestuurders kon dus deur hierdie studie ook húlle menings lug, waaruit duidelik blyk dat daar ʼn gaping is tussen topbestuurders se agendabepaling en leierskap, en die waargenome rolle van middelvlakbestuurders. Doeltreffende strategieuitvoering verg egter deurlopende terugvoering oor, kommentaar op, en bevraagtekening van die strategie ten einde werklike begrip in die hand te werk. Middelvlakbestuurders het dus gelyk dat voortdurende gesprekvoering en wisselwerking met senior bestuurders nodig is om te verseker dat taktiese projekte op middelvlak in pas is met die topbestuur se gedagtes oor korporatiewe strategie.
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Paruk, Farhana. "The Transitional Executive Council (TEC) as transitional institution to manage and prevent conflict in South Africa (1994)." Thesis, 2008. http://hdl.handle.net/10500/1301.

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One of the most critical moments during any transition is when the executive power of the old regime is transferred to a new government in waiting. This is often characterised by instability and conflict. Hence the Transitional Executive Council (TEC) was established in South Africa to facilitate its gradual and peaceful transition in 1994. The TEC can be seen as a negotiated, temporary and transitional institution that managed and prevented conflict in South Africa prior to the April 1994 general election. Although it existed only for four months, from December 1993 to April 1994, it played a significant role in South Africa's democratic transition. The TEC contributed to levelling the political playing field and creating a climate favourable for free and fair elections. The TEC's seven sub-councils further contributed to the smooth transition and creation of the Government of National Unity. In this study special attention has been given to the Sub-council on Foreign Affairs and its role in integrating South Africa into the international community. The Foreign Affairs sub-council played a pivotal role in laying the foundation for South Africa's membership of the various organizations like the Organization of African Unity (OAU) and the Commonwealth. In order to gain a deeper understanding of the TEC, several theoretical frameworks are applied to analyse the different perspectives namely: transition theory, conflict resolution, power-sharing and constitutional negotiations.
POLITICAL SCIENCE
MA (INTERNAT POLITICS)
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5

Waggoner, Nathaniel James. "Value capture programming to support a regionally significant project in a regionally significant transit project for the Berkeley-Charleston-Dorchester Council of Governments (BCDCOG)." Thesis, 2011. http://hdl.handle.net/2152/ETD-UT-2011-05-3068.

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This report outlines five criteria common to successful value capture programs that support transit; 1) predictable need/unmet demand, 2) authority and capacity to achieve policy adoption and implementation, 3) the financial feasibility of the project, 4) the level of concurrent planning that support the project and lastly 5) the projects level of significance. This report will focus on a logical approach to evaluating the possibility of employing a value capture strategy within the jurisdiction of the Berkeley-Charleston- Dorchester Council of Governments (BCDCOG) using the given criteria. The suggested value capture strategy that emerges from this evaluation recognizes the existing and potential value capture mechanisms that could support a regionally significant transit project if budgeting and select revenues are synergized in the context of the regional plan.
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Maake, Mapula Reginah. "The significance of Auditor-General in the control of public funds in local government with specific reference to Mopani District Municipality." Diss., 2020. http://hdl.handle.net/11602/1593.

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MPM
Oliver Tambo Institute of Governance and Policy Studies
The aim of the study investigates the significance of Auditor General in the control of public funds in local government with specific reference to Mopani District Municipality in order to make recommendations that can assist in improving the control of public funds. The research identifies and assesses weaknesses in how Mopani District Municipality has been controlling its public funds by analyzing the Auditor General reports for the past three financial years and its implications to service delivery. The research further assesses the role played by Auditor General in influencing the internal financial control of the municipality and in auditing the performance of the municipality since in other municipalities money is paid to contractors for services not rendered. The study provides academic input into public administration, specifically in the area of improving service delivery performance, control and financial performance management in municipalities. The study could contribute to the establishment of effective ways of monitoring the control of public funds by municipalities.
NRF
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Van, Schalkwyk Andre. "Totstandkoming, ontwikkeling en funksionering van metropolitaanse munisipaliteite in Suid-Afrika, met spesifieke verwysing na die stad Tshwane metropolitaanse munisipaliteit." Diss., 2003. http://hdl.handle.net/10500/2559.

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Text in Afrikaans
This dissertation is focused on questions on how the metropolitan municipalities, with specific reference to the City of Tshwane Metropolitan Municipality (CTMM), originated and developed. Against this background, the study consists of a theoretical exploration of the nature of the metropolis as a feature, as well as specific concepts related to it, an investigation into the most important metropolitan problems and an outline of the historical complications regarding the origin of metropolitan municipalities. In addition to this, personnel matters, financial relations and systems, the integrated development plans, ward committees and the role of councillors within the context of the CTMM were also investigated.
Public Administration
M.P.A.
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Books on the topic "South Carolina. Executive Council"

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J, Cain Robert, and Whitley Caroline B, eds. Records of the Executive Council, 1735-1754. Raleigh, N.C: Dept. of Cultural Resources, Division of Archives and History, 1988.

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J, Cain Robert, Owens William A. 1962-, Trimble Susan M, and North Carolina. Division of Archives and History., eds. Records of the executive council, 1755-1775. Raleigh: Division of Archives and History, N.C. Dept. of Cultural Resources, 1994.

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Petitions for land from the South Carolina Council journals. Columbia, S.C: SCMAR, 1996.

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Young, Richard D. State reorganization in South Carolina: Theories, history, practices and further implications. Columbia, S.C: University of South Carolina Institute for Public Service and Policy Research, 2002.

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Council, South Africa Ad Hoc Committee on the Restructuring of the President's. Report of the Ad Hoc Committee on the Restructuring of the President's Council. Cape Town: Republic of South Africa, 1989.

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Auditor-General, South Africa Office of the. Verslag van die Ouditeur-Generaal oor die Uitvoerende Oorgangsraad vir 1993-94 en 1994-95 =: Report of the Auditor-General on the Transitional Executive Council for 1994-94 and 1994-95. Pretoria: Staatsdrukker, 1995.

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Africa, South. Rules of the President's Council ; Republic of South Africa Constitution Act ; Powers and privileges of the Presidentʼs Council Act. [Pretoria: Govt. Printer], 1985.

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American Bar Association. Traffic Court Program. A report on South Carolina traffic courts to the Judicial Council of the state of South Carolina of a study by the American Bar Association. Chicago: The Association, 1994.

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Depository Library Council to the Public Printer (U.S.) (Meeting 1988 Charleston, S.C.). Depository Library Council: U.S. Government Printing Office : Wednesday, March 9, 1988 : Sheraton-Charleston ... Charleston, South Carolina. [Washington, D.C.?: U.S. G.P.O, 1988.

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Saltzman, Ellen Weeks. The fiscal impact of a 15 percent reassessment cap in Beaufort County, South Carolina: A report to the Council of Beaufort County. [Clemson, S.C.]: Jim Self Center on the Future, 2004.

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Book chapters on the topic "South Carolina. Executive Council"

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"Lucas v. South Carolina Coastal Council (1992)." In The Encyclopedia of Civil Liberties in America, 578–79. Routledge, 2015. http://dx.doi.org/10.4324/9781315699868-407.

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"The Sub Council on Foreign Affairs of the Transitional Executive Council: The Effects on the Anc's Post-Apartheid South African Foreign Policy." In The Crisis of South African Foreign Policy. I.B.Tauris, 2015. http://dx.doi.org/10.5040/9780755619238.ch-005.

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Gershenhorn, Jerry. "Segregation Must and Will Be Destroyed." In Louis Austin and the Carolina Times. University of North Carolina Press, 2018. http://dx.doi.org/10.5149/northcarolina/9781469638768.003.0005.

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During the postwar decade leading up to the Brown v. Board of Education decision, Austin played a central role in increasing black voter registration, working with the Durham Committee on Negro Affairs, leading to the election of the first black member of the Durham city council in 1953. He also made important efforts to integrate public facilities. He organized an integrated football game in Durham, between a white team and a black team, which was hailed as the first racially integrated football game in the South. Austin continued to prioritize the fight for equitable public education for African Americans in the postwar years. Austin pursued a dual strategy, pressing for integration, particularly in higher education, while fighting for equal funding for black schools and equal salaries for black teachers.
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Wood, Amy Louise. "Cole Blease’s Pardoning Pen." In Crime and Punishment in the Jim Crow South, 147–69. University of Illinois Press, 2019. http://dx.doi.org/10.5622/illinois/9780252042409.003.0007.

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examines prison reform efforts in South Carolina under the governorship of Cole Blease in the 1910s to argue that Progressive-era prison reform played out in distinct ways in the South due to the region’s class and racial politics. Despite his fierce racism, Blease, in the name of reform, pardoned or paroled more criminals, many of them African American, than any previous governor. Yet, Blease’s use of executive clemency had much more to do with imposing an authoritarian and pre-modern form of power onto state bureaucracy than it did with progressive ideals about the promise of the regulatory state. His approach to prison reform illuminates larger tensions within southern progressivism
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Rogoff, Leonard. "Treat People Equaly." In Gertrude Weil. University of North Carolina Press, 2017. http://dx.doi.org/10.5149/northcarolina/9781469630793.003.0011.

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Weil always acknowledged that as a Southerner she had inherited racial prejudices. Her career prior to civil rights movement included paternalistic support of black uplift through philanthropy, anti-lynching campaigns, and social-service advocacy. With Frank Graham and other southern liberals she had supported the changing hearts and minds approach. By the late 1940s she abandoned gradualism and endorsed integration. She was a long time executive member of the biracial North Carolina Council on Human relations and joined the Southern Regional Council. Locally, she opened her home for a biracial Women's Goodwill Committee and publicly opposed the state's Pearsall Plan to keep schools open while impeding integration. She built a municipal swimming pool for blacks and led an integrated march into a segregated hotel.
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Smith, Eric C. "“The rising glory of this continent”." In Oliver Hart and the Rise of Baptist America, 222–48. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780197506325.003.0011.

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While most Baptists ultimately supported the American Revolution, many approached the conflict with a certain ambivalence, especially in New England and Virginia, where many of the Patriot leaders had actively suppressed their religious freedoms. Oliver Hart enthusiastically backed the cause of liberty from the beginning. At age fifty-two he accepted an assignment from the South Carolina Council of Safety to join the Patriot leader William Henry Drayton and the Presbyterian William Tennent III on a recruiting mission into the Tory-infested Carolina backcountry. While Hart found this to be rugged and distressing work, the mission was successful overall. Hart used the occasion of the new South Carolina state constitution to broker something of a merger between the formerly estranged Regular and Separate Baptists of the state, believing that they could gain greater concessions for religious freedom if they displayed a unified front to the state. When the British Army invaded Charleston in 1780, Hart’s conspicuous patriotism marked him for reparations from the Crown, and he fled northward in the company of Edmund Botsford. He would never return to the South.
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Lechtreck, Elaine Allen. "The Witness Does Not End." In Southern White Ministers and the Civil Rights Movement, 169–92. University Press of Mississippi, 2018. http://dx.doi.org/10.14325/mississippi/9781496817525.003.0007.

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This chapter presents accomplishments of southern white ministers who witnessed for racial justice before and after the rise of black nationalism. Clarence Jordan”s cooperative interracial farm in Americus, Georgia, could have failed because of the bombing of its roadside stand and refusal of businesses to supply its needs, if not for the generosity of church groups and the success of Jordan’s writing and oratory. The South Carolina Christian Action Council established by Howard McClain as an interracial, interdenominational ministerial association dedicated to civil rights still exists. W. W. Finlator spoke from the pulpit of Pullen Memorial Baptist Church in Raleigh, North Carolina, for school desegregation, civil rights demonstrations, and equality for African Americans until his forced retirement after he sent a provocative telegram to President Carter. The tormenting experiences of Joseph Sanderson, David Moose, and Travis Frank in Eastern Arkansas did not discourage them from continuing to help African Americans.
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Hennessey, Thomas. "‘Slow learners’? Comparing the Sunningdale Agreement and the Belfast/Good Friday Agreement." In Sunningdale, the Ulster Workers' Council Strike and the Struggle for Democracy in Northern Ireland. Manchester University Press, 2017. http://dx.doi.org/10.7228/manchester/9780719099519.003.0012.

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This chapter compares and contrasts the 1973 and 1998 Agreements that, on the face of it, are remarkably similar: both involve power-sharing and an institutional link between Northern Ireland and the Republic of Ireland. The phrase ‘Sunningdale for slow learners’, attributed to Seamus Mallon, masks a misunderstanding of the fundamental differences between the two Agreements. The former Agreement looked to establish a Council of Ireland with executive powers that had the potential to evolve into an embryonic all-Ireland government; the latter Agreement established a consultative North-South Ministerial Council with no executive powers that could not evolve into a united Ireland by incremental moves. This was the key to Unionist acceptance of the Good Friday Agreement (GFA) in comparison to Unionist rejection of the Sunningdale Agreement. In constitutional terms the GFA was a Unionist settlement that secured Northern Ireland’s position within the United Kingdom, recognised British sovereignty in Northern Ireland and established that a united Ireland could only be achieved on the basis of the principle of consent. In contrast the Sunningdale Agreement was, in constitutional terms, a Nationalist settlement that did not recognise Northern Ireland was part of the UK and attempted to bypass the principle of consent by establishing powerful North-South bodies. The chapter argues that the only thing the two Agreements has in common was a power-sharing element for the government of Northern Ireland.
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"Marine Artificial Reef Research and Development: Integrating Fisheries Management Objectives." In Marine Artificial Reef Research and Development: Integrating Fisheries Management Objectives, edited by Robert M. Martore and Melvin Bell. American Fisheries Society, 2018. http://dx.doi.org/10.47886/9781934874516.ch11.

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<em>Abstract</em>.—In support of the Magnuson–Stevens Conservation and Management Reauthorization Act of 2006, which tasked regional fisheries management councils with ending overfishing of numerous marine finfish species, the South Atlantic Fisheries Management Council established 8 deepwater (90–150 m [300–500 ft]) type II marine protected areas (MPAs) along the coastline of the southeastern United States. At the request of the South Carolina Department of Natural Resources (SCDNR), one of these MPAs was established on an undeveloped sand-bottom area previously permitted by SCDNR for artificial reef development. After monitoring the production potential of unfished artificial reefs for several years on shallower experimental reef sites, SCDNR staff proposed that a deeper location had the potential to become a highly productive spawning site, particularly for deepwater grouper species. Development of this permitted site began in 2014 when two 79-m (260 ft) barges with nearly 30 m (100 ft) of added profile were deployed. Subsequent monitoring of the site through remotely operated underwater vehicle video revealed colonization by several target species, including Warsaw Grouper <em>Hyporthodus nigritus</em>, Snowy Grouper <em>H. niveatus</em>, and Misty Grouper <em>H. mystacinus</em>. Due in part to the success of this deepwater MPA, the SCDNR was also granted spawning special management zone designation for its two previously established, undisclosed experimental artificial reef sites in federal waters off South Carolina in 2017.
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10

Bedingfield, Sid. "Massive Resistance and the Death of a Black Newspaper." In Newspaper Wars. University of Illinois Press, 2017. http://dx.doi.org/10.5622/illinois/9780252041228.003.0007.

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This chapter details the demise of a black newspaper, the Lighthouse and Informer, and the role of white newspapers in the rise of massive resistance to civil rights in South Carolina. John McCray’s newspaper had always depended financially on help from fellow activist Modjeska Simkins and her family, but a growing feud between the two civil rights activists eventually doomed the black newspaper. The rising pressure exerted by the white massive resistance movement contributed to the collapse of the newspaper and the decline in black activism in the late 1950s. Charleston News and Courier editor Thomas R. Waring Jr. and his chief political reporter, William D. Workman Jr., played central roles in establishing the white citizens’ council movement and using anti-communist rhetoric to undermine the civil rights effort.
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Conference papers on the topic "South Carolina. Executive Council"

1

Bulgarino, Nicole A. "Savannah River Site Biomass Cogeneration Facility." In ASME 2013 Power Conference. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/power2013-98160.

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Ameresco & Department of Energy Savannah River partnered together to install three biomass fueled energy plants. The main plant is a 20 megawatt steam power plant and the other two smaller plants are thermal heating plants. All three facilities are located on the Department of Energy Savannah River Site (SRS). These facilities were developed and financed under an Energy Savings Performance Contract (ESPC), which utilizes energy and operational savings to fund the capital investment and operations cost over the performance period. Ameresco was fully responsible for the design, installation, oversight, management, safety, environmental compliance, and continues to be responsible for the operations and maintenance of the Biomass Cogeneration Facility. This is the largest biomass facility installed under ESPC in the federal government. The facilities have the capacity to combust 385,000 tons of forest residue annually. In the first year alone, the energy and operation cost savings at SRS is in excess of $34 million. Clean biomass and bio-derived fuels (such as tire derived fuel and untreated pallets) is the primary fuel source for all of the new boilers. Biomass is used to fuel two steam boilers capable of producing 240,000 lb. /hr. of high-pressure steam and to power a steam turbine capable of generating up to 20 MW of electricity. The smaller thermal plants provide biomass-produced steam for the areas’ heating and industrial processes. These plants satisfy winter steam requirements for both domestic heat and process steam and is fueled solely with biomass wood chips, utilizing fuel oil as backup source of fuel. Key benefits of the SRS biomass project include: • Over 2,000,000 MBtu/yr. of thermal renewable energy production and a minimum of generation of 77,000,000 kWh of green power • Annual Energy Reductions of approximately 500,000 MBtu/yr. • No-cost Renewable Energy Credits retained by the DOE SR • Support of the South Carolina Biomass Council Goals • Decrease of water intake from the Savannah River by 1,400,000 kgal/yr., supporting water conservation efforts in the region • Reduction of 400 tons/yr. of Particulate Matter (PM) emissions • Reduction of 3,500 tons/yr. of Sulfur Dioxide emissions • Reduction of 100,000 tons/yr. of Carbon Dioxide emissions The smaller heating plants include the main boiler systems and live bottom trailer fuel storage. The Biomass Cogeneration Facility includes the biomass boiler systems, the steam turbine generation system, and the facility auxiliary systems as well as the site infrastructure within these boundaries. The Facility has been designed, built, and tested per industrial/commercial codes for cogeneration facilities. The main components of the Facility are listed below: • Fuel Yard – Material Unloading & Storage and Delivery System ○ Biomass Fuel Chip unloading system ○ Fuel Storage Area ○ Transfer conveyors ○ Fuel Screening System ○ Tire Derived Fuel Storage & Unloading Area ○ Whole Log Chipping System & Storage • Water Treatment System – Water treatment system to treat river water for use in boilers as well as cooling tower for condensing turbine • Boiler Systems – (2) Boiler Island from metering bin, water side and flue gas side, pollution control devices and stacks • Chemical Treatment System – Chemical skids, injection skids for cooling tower and boiler treatment • Steam Turbine Generator System & Turbine Cooling System – (1) steam turbine and generator & Cooling Tower with cooling tower pumps • Emergency Generator System – (1) back diesel generator • Plant Control System – Master SCADA system which integrates all systems and balance of plant equipment I/O into one control system
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