When the war was declared in August 1914, one of the first acts to be implemented by the politicians and military was a strict censorship on the newspapers. As the poacher turned gamekeeper, Winston Churchill said: The war is going to be fought in a fog and the best place for correspondence about the war is London, The military sought to have one of their officers, dubbed “Eyewitness”, to be the official spokesman to enable them to control what the newspapers could print. In the early stages of the war, there were many reporters on the Continent who were evading military arrest and sending back reports about the reality of the situation. Several volunteered with the various ambulance services just to disguise their real purpose, but all were eventually banished. Having finally cleared all reporters from fighting area, the military was persuaded to allow a small number of accredited war reporters to be chaperoned around the battle fronts. They were closely watched and their reports thoroughly scrutinised, until they eventually became almost a part of the Headquarters hierarchy. Later, diaries and letters revealed how many of them really felt and they had to bear the post-war shame of not writing the truth. The Western Front was not the only front in this world war. Reporters found censorship less rigidly applied on the Eastern Front, Palestine and Italy. One correspondent, whose reports famously brought about the sacking of the campaign commander and the ending of the fruitless and bloody Gallipoli Expedition, bravely broke ranks and was finished as a war reporter. War reporting was not confined to print. The emergence of photographers and cinematographers on the battlefield has left us with an extraordinary record. Unlike their writing brothers, the photographers could get close to the action and shoot what they liked. The resultant film was, of course, censored but thankfully nothing was discarded and museum archives are full of their stunning work. Having been the pre-war stars of their newspapers, the war reporters experienced a post-war wave of anger and cynicism which took years to overcome.

Nicki’s a little older and wiser—so why isn’t she happier? Nicki’s life continues going through upheaval but she’s determined to make it work, just as she’s vowed to report everything she discovers, whether the citizens of Winchester want to know the truth or not. And, like a dog with a bone, she can’t help but continue to pursue realtor-turned-politician Gina McCafferty as the woman persists in making her play for Winchester's open City Council seat. But Nicki is learning over and over again that there is more than meets the eye when it comes to her fair city. As she delivers the news from the front in the battleground of the town of Winchester, she senses she might be uncovering the pawns in a deadly game. Alliances are tested. Lines are drawn. And events are set in motion that will play out in deadly ways… PLEASE NOTE: This book was previously published in 2016 as LIES. Trigger warning: This book contains subject matter that may be disturbing for some readers. Due to language and content, this book is recommended for readers 18 and older. The Nicki Sosebee Stories are an interconnected series and should be read in order for maximum spoiler-free enjoyment.

Once upon a time, more specifically during medieval time, universities were meant to be the places for teaching and shaping the elite administrators’ class of the regnant in charge. With the industrial revolution, professors were asked to improve the efficiency of the machines and the new production systems. During the Second World War, academia was the tool fostering technological innovation. In recent times, Richard Florida outlined a new University role in nurturing the rampant “creative class”, while John Scott recalled the needed postmodern shift of the university missions from teaching to research as a tool for public service mission, and Henry Etzkowitz designed a triple helix cluster which should blend the boundaries between university—industry—government. In this global competition and increasing pressures, the front is populated by some of the universities reported in this book. Visions, strategies, policies and action plans, brave management programmes, new interdisciplinary and cross-cutting committees, bottom-up governance structures and green teams, advanced IT system for energy management, are some of the strategies here reported from the front. While pursuing the emerging “third mission”, all initiatives described in the chapters also reveal a common, underlying, higher aspiration – to untangle and test how universities can help the localities and societies in which they stand to transition towards carbon neutrality, societal sustainability and resilience to climate change.

A Brookings Institution Press and Ash Center for Democratic Governance and Innovation publication It started two decades ago with CompStat in the New York City Police Department, and quickly jumped to police agencies across the U.S. and other nations. It was adapted by Baltimore, which created CitiStat—the first application of this leadership strategy to an entire jurisdiction. Today, governments at all levels employ PerformanceStat: a focused effort by public executives to exploit the power of purpose and motivation, responsibility and discretion, data and meetings, analysis and learning, feedback and follow-up—all to improve government's performance. Here, Harvard leadership and management guru Robert Behn analyzes the leadership behaviors at the core of PerformanceStat to identify how they work to produce results. He examines how the leaders of a variety of public organizations employ the strategy—the way the Los Angeles County Department of Public Social Services uses its DPSSTATS to promote economic independence, how the City of New Orleans uses its BlightStat to eradicate blight in city neighborhoods, and what the Federal Emergency Management Agency does with its FEMAStat to ensure that the lessons from each crisis response, recovery, and mitigation are applied in the future. How best to harness the strategy's full capacity? The PerformanceStat Potential explains all.