First multi-year cumulation covers six years: 1965-70.

This book gathers papers presented at the International Conference on Advanced Intelligent Systems for Sustainable Development (AI2SD-2018), which was held in Tangiers, Morocco on 12–14 July 2018. Highlighting the latest research and advances in the field of healthcare, it shares essential insights into the health sector, and is intended to stimulate further discussion and promote closer interdisciplinary collaboration among researchers and health professionals.

The First 72 Hours is the seminal anthology of the perspectives of public and private sector leaders who came together after September 11, 2001 to design more disaster-resilient communities. Under the umbrella of the Suburban Emergency Management Project, these leaders learned from national experts and one another that all disasters are intensely local at first and that most communities are "on their own" immediately following disaster impact--often for as long as 72 hours. This new awareness mandated updating strategies to improve disaster preparedness, particularly in light of the threat of terrorism. A wide gamut of perspectives are laid out in the book, including those of doctors and hospitals, city managers, police officers, firefighters, paramedics, American Red Cross volunteers, hospital accreditors, the media, business managers, utility companies, emergency managers, public health officials, academics, and elected public officials. In their own words, these individuals convey the importance of learning how to map the myriad organizations involved in local disaster preparedness and response; analyzing, refining and rehearsing local disaster roles; and getting to know individual personalities when in specific roles. The First 72 Hours is an essential resource for professionals and private citizens alike who want to know what kinds of questions must be asked and answered to better prepare their communities to survive future disaster. "There's a special providence in the fall of a sparrow. If it be now, 'tis not to come; if it be not to come, it will be now; if it be not now, yet it will come: the readiness is all."--Hamlet V, II, William Shakespeare

Vols. for 1963- include as pt. 2 of the Jan. issue: Medical subject headings.

This book comprehensively explores the many different forms of collaboration in government, both formal and informal, including strategic alliances, intergovernmental networks, and public-private partnerships. Contemporary US governmental and public organizations are changing to better cope after several decades of pressures to downsize, as well as to deliver new services with declining resources and, in many cases, decaying infrastructure. To meet these challenges, public managers are developing new networks, partnerships, collaborations, alliances and coalitions to deliver government services. Collaboration in Government is designed to help public organizations parse the new and emerging forms of public partnerships and to develop the skills needed to manage them. Each chapter offers examples of how each type has been used in real public organizations, providing the reader with an understanding of how these partnerships may be applied in a variety of contexts, as well as lessons that may be gleaned from the successes (and failures) of these collaborative models. This book will be of interest to public servants who collaborate in their daily work, as well as students of public administration and public policy.