ÐÏà¡±á>þÿ ‘þÿÿÿŽÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿì¥ÁU ðR¿(‡bjbjënën2’‰éa‰éa(A ÿÿÿÿÿÿ·""ÿÿÿÿÁÁÁ8ù”$ÁLPl±±±±±åååÏNÑNÑNÑNÑNÑNÑN$¸Q¶nTFõNåååååõN±±4PåF±±ÏNåÏN±ÿÿÿÿ@R´ÅDÔÿÿÿÿ+(»NP0LP´TSFôT'È/´TÐT$ïKÌåååååååõNõN™våååLPååååÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿôTååååååååå"Qs: Public Administration Review Volume 78, Issue 5, Sep/Oct 2018 1. Title: A Fistful of Data: Unpacking the Performance Predicament Authors: Battaglio, R Paul; Hall, Jeremy L. Abstract: Conceptualizing and measuring performance in the public sector has often proven to be a bridge too far. With performance-related data more readily available to both scholars and practitioners, the information age should be a time for promise. Yet the elusiveness of objective performance measures continues to dog the public administration community. To be sure, the academy has made great strides in providing scholars and practitioners with a better understanding of performance (see, e.g., Andersen, Boesen, and Pedersen 2016). The articles in this issue are a testimony to this effort, but also demonstrate that more work is still needed. Indeed, the performance predicament—complications that arise in the measurement of performance—is an apt description of the difficulties in articulating objective indicators that accurately capture performance in the public sector (see Garnett, Marlowe, and Pandey 2008; Pandey and Garnett 2006 for a discussion of the difficulties in measuring interpersonal, external, and internal communication and performance). 2. Title: Unpacking the Effects of Competing Mandates on Agency Performance Authors: Carrigan, Christopher. Abstract: Public administration scholars and practitioners uniformly agree that saddling agencies with multiple mandates breeds dysfunction and impedes performance. However, less is known about the mechanisms by which combining purposes has these effects. This study of a broad set of U.S. federal agencies finds support for the conventional wisdom by showing that agencies balancing greater numbers of programs perform worse. The analysis further suggests that such organizations struggle largely because they are more likely to be forced to simultaneously adopt conflicting stances toward program targets. Moreover, when programs force agencies into conflicts in which they are asked to both support and restrain the same target, the resulting uncertainty among personnel regarding agency priorities helps explain why operations are negatively impacted. Thus, it is not simply that accumulating missions impedes agency performance but rather how those competing mandates interact that can define whether an agency will struggle to achieve its objectives. 3. Title: Zone of Acceptance under Performance Measurement: Does Performance Information Affect Employee Acceptance of Management Authority? Authors: Nielsen, Poul Aaes; Jacobsen, Christian Bøtcher. Abstract: Public sector employees have traditionally enjoyed substantial influence and bargaining power in organizational decision making, but few studies have investigated the formation of employee acceptance of management authority. Drawing on the “romance of leadership” perspective, the authors argue that performance information shapes employee attributions of leader quality and perceptions of a need for change in ways that affect their acceptance of management authority, conceptualized using Simon's notion of a “zone of acceptance.” A survey experiment was conducted among 1,740 teachers, randomly assigning true performance information about each respondent's own school. When employees were exposed to signals showing low or high performance, their acceptance of management authority increased, whereas average performance signals reduced employee acceptance of management authority. The findings suggest that performance measurement can alter public sector authority relations and have implications regarding how public managers can use performance information strategically to gain acceptance of management authority and organizational change. 4. Title: Does Disclosure of Performance Information Influence Street level Bureaucrats Enforcement Style? Authors: de Boer, Noortje; Eshuis, Jasper; Erik Hans Klijn. Abstract: Governments use different regulatory instruments to ensure that businesses owners or inspectees comply with rules and regulations. One tool that is increasingly applied is disclosing inspectees performance information to other stakeholders. Disclosing performance information has consequences for street level bureaucrats because it increases the visibility of their day to day work. Using a survey (n = 507) among Dutch inspectors of the Netherlands Food and Consumer Product Safety Authority, this article shows that the disclosure of performance information has an impact on enforcement style at the street level. Findings show that perceived disclosed performance information positively enhances all three dimensions of street level bureaucrats enforcement style (legal, facilitation, and accommodation). This effect is strongest for facilitation and accommodation and weakest for the legal style. Perceived resistance by inspectees partly explains this effect. Contrary to expectations, more perceived disclosure does not result in more but in less perceived resistance of inspectees by street level bureaucrats. 5. Title: Levels of Value Integration in Federal Agencies' Mission and Value Statements: Is Open Government a Performance Target of U.S. Federal Agencies? Authors: Piotrowski, Suzanne; Rosenbloom, David H; Kang, Sinah; Ingrams, Alex. Abstract: The Barack Obama administration advanced open government initiatives to make federal administration more open, accountable, and responsive to citizens. Yet a question remains whether federal administrators took notice. This article examines changes in the extent to which U.S. federal agencies have integrated the three core principles of open government—transparency, public participation, and collaboration—into their performance planning. By analyzing 337 annual performance plans of 24 major federal agencies from fiscal years 2001 to 2016, the authors found that, overall, the level of integration of open government into performance planning has been trending higher since the early 2000s. During the Obama presidency, integration initially rose sharply but later declined. Findings also show that agencies' stated core values regarding open government are not consistently integrated into their performance plans. The implications of these findings for incorporating democratic constitutional values into holistic performance management are considered. 6. Title: Internal Whistle Blowing in the Public Service: A Matter of Trust Authors: Taylor, Jeannette. Abstract: Although employee reporting of workplace ethical violations is recognized as an important measure for managing the integrity of the public service, not many public employees who have observed ethical violations actually report them. This article examines and compares the links between employee perceptions of trustworthiness of different organizational members and internal whistle blowing. It differentiates between trustworthy coworkers, supervisors, and senior managers. It uses cross sectional data from 10,850 employees in the Australian Public Service in 2013 and 2016, which are aggregated to construct longitudinal data for 60 organizations. Among the three groups examined, perceptions of trustworthy senior managers are found to be most strongly related to internal whistle blowing. 7. Title: Politics of Disclosure: Organizational Transparency as Multiactor Negotiation Authors: Heimstädt, Maximilian; Dobusch, Leonhard. Abstract: Transparency is in vogue, yet it is often used as an umbrella concept for a wide array of phenomena. More focused concepts are needed to understand the form and function of different phenomena of visibility. In this article, the authors define organizational transparency as systematic disclosure programs that meet the information needs of other actors. Organizational transparency, they argue, is best studied as an interorganizational negotiation process on the field level. To evaluate its merit, the authors apply this framework to a case study on the introduction of open data in the Berlin city administration. Analyzing the politics of disclosure, they consider the similarities and differences between phenomena of visibility (e.g., open data, freedom of information), explore the transformative power of negotiating transparency, and deduce recommendations for managing transparency. 8. Title: Complex Contracting: Management Challenges and Solutions Authors: Brown, Trevor L; Potoski, Matthew; Van Slyke, David M. Abstract: Governments at all levels buy mission critical goods and services whose attributes and performance requirements are hard to define and produce. Many governments and the public managers who lead them lack experience and knowledge about how to contract for complex products. The contract management counsel provided to public managers is thin. Missing is a conceptual managerial framework to guide purchasing the complex products that are often so critical to public organizations' core missions. Drawing on perspectives from across the social sciences, the framework presented in this article provides guidance on how managers can harness the upsides of complex contracting while avoiding its pitfalls. The framework helps identify conditions that increase the likelihood of positive outcomes for the purchasing government and the vendor the win win. To illustrate the framework, the article provides examples of successful and failed acquisitions for complex products such as transportation projects, social service systems, and information technology systems. 9. Title: From Performance Budgeting to Performance Budget Management: Theory and Practice Authors: Alfred Tat Kei Ho. Abstract: This article examines the decades long practices of performance budgeting in different countries and their associated challenges from a multilayered institutional framework. Based on theory and lessons learned, the article recommends an array of strategies to address institutional and organizational barriers. It also proposes to reconceptualize performance budgeting as a performance budget management system and suggests how multiyear budget planning, financial risk assessment, policy planning, the departmental budget cycle, the program budget cycle, stakeholder engagement, regular spending reviews, and performance audits should be integrated more closely to address the long term fiscal challenges faced by many governments and to respond to the public pressure on agencies to do more with less. 10. Title: Budgeting Rules and Program Outcomes Authors: Kasdin, Stuart. Abstract: It is not efficient for a budget system either to enable excessively frequent changes in programs and tax policies or to be rigid and unresponsive. Program durability is one measure of how a budget system weighs the competing goals of resoluteness and responsiveness. The federal budget has different processes—mandatory and discretionary spending and tax expenditures—each based in separate congressional committees and relying on separate procedures. This article examines the budget systems' durability. One finding is that mandatory spending programs and tax expenditures are more durable than programs backed by discretionary spending. However, while programs targeted to vulnerable populations and supporting long term planning, such as in income support and health, might benefit from durability, these programs display shorter durability, not longer. While displaying greater durability, tax expenditures do respond to changes in different economic sectors, based on the changes in spending of other budget systems.$&./18;<=>?AIíÜÊ¹ÊªÊ˜‰xgSK>0hÌ"èhU<¬5OJQJ^Jh·uD5OJQJ^Jo(hÌ"èhÌ"èo(&hÌ"èhÌ"è5CJOJQJ^JaJo( h;I85CJOJQJ^JaJo( hUL5CJOJQJ^JaJo(h 2e5CJOJQJ^JaJ#h Åh Å5CJOJQJ^JaJh Å5CJOJQJ^JaJ h Å5CJOJQJ^JaJo(#hÌ"èhÌ"è5CJOJQJ^JaJ h$-Ó5CJOJQJ^JaJo(#h Åh Å5CJOJQJ^JaJ>?@„±Þß, M opþ9€‚\Ö°!²!u"Å"è'ê'÷÷òíííèèãããèÞÞÞèÙÙÙÔÏÏÔÔgdÐpsgd)w¤gd$?ÃgdToŸgdßl$gd%j,gdU<¬gdÌ"è$a$gdt4IJ‚ƒ„Œ¯°±º»ÜÝÞßàâèé* + , 4 ùëÝÐÝÉ»°£ÝÉ–ˆzobÝTÉ»bDThvI¼hßl$5OJQJ^Jo(hßl$hßl$5OJQJ^Jhßl$5OJQJ^Jo(hjŒ5OJQJo(hiht4OJQJ^Jo(h#chjŒOJQJ^Jo(h#ch#cOJQJ^Jht45OJQJ^Jo(hicy5OJQJ^Jh#ch#c5OJQJ^Jh#ch#chjŒ5OJQJ^Jo(hÌ"èhU<¬5OJQJ^Jh Åh Å5OJQJ^Jh Åh Å4 5 K L M V W mnopqrsyzüýþ789BC|ùëÞÎÀù³¥—Œqj\ùëL\ùëL\ù³hvI¼hToŸ5OJQJ^Jo(hToŸhToŸ5OJQJ^JhToŸhToŸhÌ"èhÒ`Œ5OJQJ^JhToŸ5OJQJ^Jo(h%j,5OJQJo(hihU<¬OJQJ^Jo(hihßl$OJQJ^Jo(hMrhMrOJQJ^Jhßl$hßl$5OJQJ^JhvI¼hßl$5OJQJ^Jo(hßl$5OJQJ^Jo(hMrhMr5OJQJ^JhMrhMr|~€‚„ˆ”–04XZ\lnÒÔÖèêNPÔÖÚÜêêê ¬!ñäÙÌ¾°¨˜˜€p°¨˜€p°i\N\N\N\N\Nh¯tÔh¯tÔOJQJ^Jo(h¯tÔh¯tÔOJQJ^Jh¯tÔh¯tÔhvI¼h$?Ã5OJQJ^Jo(h$?Ã5OJQJ^Jo(h¯tÔ5OJQJ^Jh¯tÔh¯tÔ5OJQJ^Jo(h¯tÔh¯tÔo(h$?Ãh$?Ã5OJQJ^JhÌ"èh%j,5OJQJ^Jhs/Ê5OJQJ^Jo(h%j,5OJQJo(hihaNOJQJ^JhMrhToŸOJQJ^Jo(¬!®!°!²!´!¸!Ä!Æ!s"t"u"}"~"Ã"Ä"Å"Î"Ï"Ï%ž'ä'ñãØË½¯¨šËŒ¯…wËgY…L>LhÛOfhÛOfOJQJ^Jo(hÛOfhÛOfOJQJ^Jh$?Ãh)w¤5OJQJ^JhvI¼h)w¤5OJQJ^Jo(hÛOfhÛOf5OJQJ^JhÛOfhÛOfhvI¼hÐps5OJQJ^Jh¯tÔh¯tÔ5OJQJ^Jh¯tÔh¯tÔhÐpshÐps5OJQJ^JhÌ"èh)w¤5OJQJ^JhÐps5OJQJ^Jo(h)w¤5OJQJo(hvI¼h%j,OJQJ^Jo(h¯tÔh$?ÃOJQJ^Jo(ä'æ'è'ê'ì'ð'ü'þ'€(‚(„(”(–(º(¼(Î(Ð(Ð*ñãØË½¯§—Ë‰¯{m]OH;hÛOfhÛOfOJQJ^JhÛOfhÛOfh$?Ãh)w¤5OJQJ^JhvI¼h)w¤5OJQJ^Jo(hÛOfhÛOf5OJQJ^JhvI¼hvI¼5OJQJ^JhvI¼hr7A5OJQJ^JhÛOfhÛOf5OJQJ^Jo(hÛOfhÛOfo(hr7Ahr7A5OJQJ^JhÌ"èh)w¤5OJQJ^Jhr7A5OJQJ^Jo(h)w¤5OJQJo(hvI¼h)w¤OJQJ^Jo(hÛOfh)w¤OJQJ^Jo(ê'„(¼(//º/0š3›3ß3@4L<�N<�=@=VCXCºCîCddkd’dh®h"iúúõõððõõëëõõææõõááõõÜÜõõÜgdóSågdÿ_gdLz¥gd)ggd|ÿgd)w¤gdr7AÐ*Ð,Ð.//// ////¶/¸/º/Ê/Ì/00000˜3™3š3›3œ3ž3ñäñÖÈ½°¢”°q””aSäÖÈ½F¢h)g5OJQJ^Jo(h$?Ãh)w¤5OJQJ^JhvI¼h)w¤5OJQJ^Jo(hvI¼h|ÿ5OJQJ^JhÛOfhÛOf5OJQJ^JhÛOfhÛOfh|ÿh|ÿ5OJQJ^JhÌ"èh)w¤5OJQJ^Jh|ÿ5OJQJ^Jo(h)w¤5OJQJo(hvI¼h)w¤OJQJ^Jo(hÛOfh)w¤OJQJ^Jo(hÛOfhÛOfOJQJ^JhÛOfhÛOfOJQJ^Jo(ž3¤3¥3Ý3Þ3ß3ç3è3<4>4@4R4T4T6:<�H<�J<�L<�N<�P<�T<�ñêÜÏÁñêÜÏ±£›€€rdYL>hÌ"èh)w¤5OJQJ^JhR5OJQJ^Jo(h)w¤5OJQJo(hvI¼h)w¤OJQJ^Jo(hÛOfh)w¤OJQJ^Jo(hÛOfhÛOfOJQJ^JhÛOfhÛOfOJQJ^Jo(hÛOfhÛOfo(h$?Ãh)w¤5OJQJ^JhvI¼h)w¤5OJQJ^Jo(hvI¼h)g5OJQJ^Jh)g5OJQJ^Jo(hÛOfhÛOf5OJQJ^JhÛOfhÛOfh)gh)g5OJQJ^JT<�`<�b<�=====<=>=@=R=T=T?ª@CRCTCVCXC\CñêÜÏÁñ¹©ñ™‹¹}p}pbTI<�hR5OJQJ^Jo(h)w¤5OJQJo(hvI¼h)w¤OJQJ^Jo(hih)w¤OJQJ^Jo(hÛOfhÛOfOJQJ^JhÛOfhÛOfOJQJ^Jo(h$?Ãh)w¤5OJQJ^JhvI¼h)w¤5OJQJ^Jo(hÛOfhÛOf5OJQJ^Jo(hÛOfhÛOfo(hvI¼hLz¥5OJQJ^JhLz¥5OJQJ^Jo(hÛOfhÛOf5OJQJ^JhÛOfhÛOfhLz¥hLz¥5OJQJ^J\C`ClCnC¶C¸CºCÊCÌCêCìCîCDDFHJddddddñãÜÎÁ³ãÜÎã£•Üˆzˆxj`UHñhóSå5OJQJ^Jo(h)w¤5OJQJo(h)w¤OJQJ^JhiCIh)w¤OJQJ^Jo(UhiCIhiCIOJQJ^Jo(hiCIhiCIOJQJ^Jh$?Ãh)w¤5OJQJ^JhvI¼h)w¤5OJQJ^Jo(hvI¼hÿ_5OJQJ^Jhÿ_5OJQJ^Jo(hiCIhiCI5OJQJ^JhiCIhiCIhÿ_hÿ_5OJQJ^JhÌ"èh)w¤5OJQJ^J 11. Title: Public Pensions and Collective Bargaining Rights: Evidence from State and Local Governments Authors: Hoang, Trang; Goodman, Doug. Abstract: An aging workforce and increasing retirement benefits are ongoing problems for states and municipalities. Unions are often blamed for governments offering too generous pension benefits. This contributes to budgetary pressures in some state and municipal governments. This article analyzes the impact of collective bargaining on pension benefit generosity under different economic conditions. The study finds that the impact of collective bargaining on pension benefits is not consistent over time or across pension plans. Collective bargaining has a positive effect on pension benefits under worsening economic conditions. Additionally, unions indirectly influence pension benefit generosity through campaign donations and unionization intensity. The findings suggest mixed impacts of collective bargaining on different groups of public employees regarding pension contributions. The article concludes with implications for the role of unions in public financial performance and strategic human resource management during fiscal austerity. 12. Title: Political Embeddedness of Public Pension Governance: An Event History Analysis of Discount Rate Changes Authors: Wang, Qiushi; Peng, Jun. Abstract: State governments are frequently said to manipulate the discount rate assumption to make pension funding look better, reduce employers' and employees' pension contributions, or relieve fiscal stress. Building a model from the political embeddedness perspective and applying an event history analysis to the 81 largest state administered pension plans in the United States, the authors found that more politically embedded pension boards were actually more likely to reduce their plan's discount rate. Public union coverage and government political ideology, however, had no significant impact on discount rate changes. These findings reveal the effect of political embeddedness on pension planning decisions and provide useful insights into the intricate process of setting pension discount rates in a new era of more muted investment return expectations. This article points to both political and financial pressures facing pension boards and state governments for many years to come. 13. Title: Often Wrong, Never Uncertain: Lessons from 40 Years of State Revenue Forecasting Authors: Mikesell, John L. Abstract: Experience in state revenue forecasting humbles and educates the public finance scholar and can inform the public administrator. It teaches the limits of econometrics, the importance of disaggregation, the significance of tax administrators, the utility of causal models, the issue of data problems, the need to understand tax structure, the importance of consensus forecasts, the terror of recessions, and the reality of being wrong. In the Indiana consensus system, experience provides greater respect for public servants seeking to make a sustainable fiscal system function and probably contributes to making the revenue forecast binding in the budget process. 14. Title: Central Bank Independence and Deflation Authors: Tokic, Damir. Abstract: Deflation presents special challenges to central banking, as traditional monetary policy tools are highly inefficient in dealing with deflationary pressures. In this case, the Federal Reserve must use alternative monetary policy tools that are specially designed to artificially boost asset prices through “printing press” or currency manipulation. Unfortunately, these alternative monetary policy tools create unintended political, geopolitical, and social consequences that overreach into the direct responsibilities of other branches of government. Thus, the government must be able to influence Federal Open Market Committee decisions that potentially affect (or contradict) U.S. foreign policy, U.S. trade policy, U.S. dollar policy, and deliberate domestic/global wealth distribution policies. åNN/ffNÄ‹ÿ 15. Title: Eva Moll Sørensen, Hanne Foss Hansen, and Mads Bøge Kristiansen, eds., Public Management in Times of Austerity (New York and London: Routledge, 2017). 282 pp. $120.00 (hardcover), ISBN: 9781138680531 Authors: Belardinelli, Paolo. Abstrd ddidjdkdsdtdd‘d’d›dœd«h¬hh®h°h²h¸h¹h i!i"i*i+iCiñêÜÏÁñêÜ³£•êˆzlaÏSñêÜÏÁñêÜhÌ"èh)w¤5OJQJ^Jh)w¤5OJQJo(h[h)w¤OJQJ^Jo(h}Onh)w¤OJQJ^Jo(hiCIhiCIOJQJ^Jh$?Ãh)w¤5OJQJ^Jh[h)w¤5OJQJ^Jo(h[h[5OJQJ^Jh[hóSå5OJQJ^JhóSå5OJQJ^Jo(hiCIhiCI5OJQJ^JhiCIhiCIhóSåhóSå5OJQJ^JCiDiEiNiOižjžl(o*o+o-o/o5o6o†o‡oˆoo‘o¢o£o¤oo®oErGrHrIrñáÓÌ¿±¿£˜‹}oÌa‹SoÌaoáÓÌ¿£H‹h)w¤5OJQJo(h[hóSå5OJQJ^JhiCIhiCI5OJQJ^JhóSåhóSå5OJQJ^JhÌ"èh)w¤5OJQJ^JhóSå5OJQJ^Jo(hÐ~œ5OJQJo(hiCIh)w¤OJQJ^Jo(hiCIhiCIOJQJ^Jo(hiCIhiCIOJQJ^JhiCIhiCIh$?Ãh)w¤5OJQJ^Jh[h)w¤5OJQJ^Jo(hÑ9‘h[5OJQJ^J"iEi*o+oˆo¤oGrHr|r”r¿uÀuvv¸wöw‘„“„U…u…é…ë…”††‡‡‡úõõúúõõððõõõõëëæõõõæõõõæõõgdiCIgd îgdmwˆgd)w¤gdóSåIrJrLrRrSrzr{r|r„r…r’r“r”rržr½u¾u¿uvvvvóå×ÐÂµ§×ÐÂ×—‰Ð|n`WLCLhLã5OJQJhLã5OJQJo(h)w¤5OJQJh[h)w¤OJQJ^Jo(hih)w¤OJQJ^Jo(hiCIhiCIOJQJ^Jh$?Ãh)w¤5OJQJ^Jh[h)w¤5OJQJ^Jo(h[hmwˆ5OJQJ^Jhmwˆ5OJQJ^Jo(hiCIhiCI5OJQJ^JhiCIhiCIhmwˆhmwˆ5OJQJ^JhÌ"èh)w¤5OJQJ^Jh)w¤5OJQJ^Jo(vvvv$v&v´w¶w¸wÈwÊwòwôwöwx„„„!„#„óåÞÐÉ»® ’É»’‚trtcT=-h½#¥hiCIB*OJQJ^JaJmH phsH h½#¥hiCIOJQJ^JaJhiCIhiCIOJQJ^JaJUh$?Ãh)w¤5OJQJ^Jh$?Ãh î5OJQJ^Jo(hmwˆh î5OJQJ^Jh[h î5OJQJ^Jh î5OJQJ^Jo(hiCIhiCI5OJQJ^JhiCIhiCIh îh î5OJQJ^Jh îh îhÌ"èh)w¤5OJQJ^JhóSå5OJQJ^Jo(act: The article reviews the book “Public Management in Times of Austerity,” by Eva Moll Sørensen, Hanne Foss Hansen, and Mads Bøge Kristiansen. 16. Title: Edoardo Ongaro, Philosophy and Public Administration: An Introduction (Cheltenham, UK and Northampton, MA: Edward Elgar Publishing, 2017). 275 pp., $135 (cloth), ISBN: 9781784718435 Authors: Jos CN Raadschelders. Abstract: The article reviews the book “Philosophy and Public Administration: An Introduction,” by Edoardo Ongaro. 17. Title: Bent Flyvbjerg, ed., The Oxford Handbook of Megaproject Management (Oxford, UK: Oxford University Press, 2017). 600 pp. $150.00 (cloth), ISBN: 9780198732242 Authors: Wachs, Martin. Abstract: The article reviews the book “The Oxford Handbook of Megaproject Management,” by Bent Flyvbjerg. #„J„K„L„O„P„„„‘„’„“„•„—„„ž„S…T…U…èÔè½ÔèÔ¯¡“†xjcUH8h[h)w¤5OJQJ^Jo(h î5OJQJ^Jo(hiCIhiCI5OJQJ^JhiCIhiCIh îh î5OJQJ^JhÌ"èh)w¤5OJQJ^JhóSå5OJQJ^Jo(hiCIh)w¤OJQJ^Jo(hih)w¤OJQJ^Jo(hÒrÛhiCIOJQJ^Jo(-h½#¥hiCIB*OJQJ^JaJmH phsH 'hiCIB*OJQJ^JaJmH phsH -hiCIhiCIB*OJQJ^JaJmH phsH U…]…^…s…t…u…~……›……Ò…Ó…Ô…×…Ø…æ…è…é…ñêÜñÌ¾¯ ‰r^G‰^r^9hÒrÛhiCIOJQJ^Jo(-h.ÙhiCIB*OJQJ^JaJmH phsH 'h.ÙB*OJQJ^JaJmH phsH -h.Ùh.ÙB*OJQJ^JaJmH phsH -h½#¥hiCIB*OJQJ^JaJmH phsH h½#¥hiCIOJQJ^JaJhiCIhiCIOJQJ^JaJh$?Ãh)w¤5OJQJ^Jh$?Ãh)w¤5OJQJ^Jo(h.Ùh.Ù5OJQJ^Jh.Ùh.Ùhmwˆh î5OJQJ^Jé…ê…ë…í…ï…õ…ö…’†“†”†œ††«†¬††¶†·†Ó†Õ†ñãÖÈº³¥˜ˆz³¥zjºñ[D-h½#¥hiCIB*OJQJ^JaJmH phsH h½#¥hiCIOJQJ^JaJh$?Ãh)w¤5OJQJ^Jo(hmwˆhjMi5OJQJ^Jh[h)w¤5OJQJ^Jo(h)w¤5OJQJ^Jo(h.Ùh.Ù5OJQJ^Jh.Ùh.Ùh$?Ãh)w¤5OJQJ^JhÌ"èh)w¤5OJQJ^JhóSå5OJQJ^Jo(hiCIh)w¤OJQJ^Jo(h}Onh)w¤OJQJ^Jo(Õ†‡‡‡‡‡‡‡‡‡‡‡‡ ‡!‡#‡$‡'‡(‡èÔ½ÔèÔ¯¤–ŽŠŽŠŽŠŽŠ–hå’jhå’UhLãhj<OJQJ^Jo(h)w¤5OJQJo(hÒrÛhiCIOJQJ^Jo(-h½#¥hiCIB*OJQJ^JaJmH phsH 'h.ÙB*OJQJ^JaJmH phsH -h.Ùh.ÙB*OJQJ^JaJmH phsH ‡‡‡‡ ‡"‡#‡%‡&‡'‡(‡úøúøúøúøøógd)w¤gd° 0182P°‚. °ÆA!°"°# $ %°°S°à©Žêçøi×¦ê[„Cs2ÀÐàð 0@P`p€ÀÐàð2(Øè 0@P`p€ÀÐàð 0@P`p€ÀÐàð 0@P`p€ÀÐàð 0@P`p€ÀÐàð 0@P`p€ÀÐàð 0@P`p€8XøV~ °ÀÐ€àð 0@àð 0@àð 0@àð 0@àð 0@àð 0@àð 0@àð 0@àð 0@àð 0@àð 0@àð 0@àð 0@àð 0@PJ_HmH nHsH tHJ`ñÿJck‡e$1$a$ CJKH_HaJmH nHsH tH$A òÿ¡$Øž¤‹µk=„W[SOBióÿ³Bnfhˆ&”öÅœâ]®6ïšÒ¨ƒÒN=¼âìInÀ¡¼“a7‰‘²qb&>!"èh [ü¢+LxêzÂ)ã°óWÃVßOgá%¬Å¢|8MÄƒ#±/øÙ8€è'Øþ=¼žQÁU*áÓCŒ`CÔW{’D6à¹/Ò[ŽœYLîƒ‚ßôÚ%¿+ÔünÎ+{…\Ío–sMß/»~±Ði•BcAXô“/=xEçé'5¾ö&\¼h»4daž©Ï,yE\}†)–lŸaò‹ë•R¯^®·*¹z¹ÙËyV-WoWZ¹N¥]íô:m¿Vï=tCöšå¶WéÖr•b»ó*I¿VÏU½R©éU›µ®×|˜nc`å‰|¤±€ð*^ÛÿÿÿPK! ÑŸ¶'theme/theme/_rels/themeManager.xml.rels„M Â0„÷‚wooÓº‘&ÝˆÐÔ„ä5 6?$Qìí ®,.‡a¾™i»—Éc2Þ1hª:é•qšÁm¸ìŽ@RN‰Ù;d°`‚Žo7íg‘K(M&$R(.1˜r'J“œÐŠTù€®8£Vä"£¦AÈ»ÐH÷u} ñ›|Å$½b{Õ–Pšÿ³ý8‰g/]þQAsÙ…(¢ÆÌà#›ªLÊ[ººÄßÿÿPK-!éÞ¿ÿ[Content_Types].xmlPK-!¥Ö§çÀ60_rels/.relsPK-!ky–ƒŠtheme/theme/themeManager.xmlPK-!þœïfÙ”Ötheme/theme/theme1.xmlPK-! ÑŸ¶'ã theme/theme/_rels/themeManager.xml.relsPK]Þ 6A’ÿÿÿÿ I4 |¬!ä'Ð*ž3T<�\CdCiIrv#„U…é…Õ†(‡%'()*+-./0<�=?@DEFGê'"i‡(‡&,>Hð@ð @ñÿÿÿ€€€÷ðH ðð0ð( ð ðð’ðð0ð( ð ððB ðSð¿Ëÿ ?ð–²¸5= / 6 @GIO]^chËÕ.8§¨êëíîRSde!¯¹ÃÄ®³µ¼§¨æçPQxyÅÏæïý½Ðù !!!O!P!Ê!Ë!ð!ñ!n$o$v$w$À%Á%õ%ö%'.'~((4):),,É-Î-2…2à3á3ß6ç6Ó9Ø9Ú9ß9==*=2=P=T=ó=ÿ=g>o>>‘>¬>³>´>º>s?€?æ?í?î?ô? @@«@°@A$A(A*A+A-A.A0A1A3A7Ade(A7Ass==(A*A+A-A.A0A1A3A7AP-P- ==æ?õ?@ @ª@¹@ã@AA%A&A&A'A'A7A @@Ã„q04e’†n[G],-¾oÃÅ†Øð`<|ö÷O";0RI1%†RrSui‹¢WÂI†={uò,† Uz*¢mù ˜r=°Ç-9hÅs»–eme†.~ñþ {R†v¬4†1L2Q —"†iAHA†åoG>ÝU†ß`å1_%V“ÇNH{†÷qÃìUû3†d]-©Z:KKKKn;„q0†<«?*7Õ:Aú¥^Bå ƒl{ œ2HÊ(û#!©qŸ÷m4-cqRrS˜4>¾P]üsaO-Â?†ýYnÏb~i‹(˜ì)ibôô>!]È.†` RV:g&>!†Þ}N!ÔL†Ñ2Ë"â0R†Å\€|†MD-%;åblrBR]“a 6Ji¢ ÃávjÖ`†[JO 5J90†RY ø:[Æ k 3q-r†jx 8I˜ Tpæ kÖ|†2~— Óáy† kñ ?I‚†µ *«?=†¬#??*@£4leÚdw" †¯šZûgÍKDÑ2Ë^Eõ-H—x€wÈôT„bS &½xË-Z“yðßwöIÖ>†:-þŠu KKKKdw" qîX†-h‚ K^R® ¶^‹VxBÄ ƒ=#†/y¯pur †Ž²® †‘'FfÆx-ZùdÄy‹(˜û)Fk{Z†fV¼Ü-ºp—'ºE†¬4Ô!~Qœ2H`ô?I‚‡be†˜@œÂFK-<"ŸˆlÝqÒu®Ëy/†x{øš]^ž~76=&†Ÿ³Í` [¢ Ã«RH&<Ñ^êØOC!†ùd{Õ/Ì"ïªþ[ëµhÜ2†™dª‰¥t†€wÈ8I˜ (fÜtl(†‚þÈ}¸t¶a9û~ð8—Ú7l±†4ö";ûg)n†Ép7v}gÓXd|•š&žH‰w¯Aâgb÷uáD\*í)#Jb”LåD† )rÞ}†—W•GL$L†rÁQHœ+VÝò„/xCz.›^M~;¦|p%€FZPS7l±pS°#†¬±<>)†¢Sóávj†¥h5h 5†+a«l[µx• xCz‡be˜yFdxLÒy†ÈRAj>´nécR%V“†h¥a9Åó !`†ª}<œqõ}Q =¬7y]‚óRŽ-†É.¾zfÖ7¡½ ôeo[KH,~†HmPM~†MgÉ=Õj†Ö>m©?[%†'w…Jo8‡Lòy2\gQwez+™¾P]74™`A®émÞ!†|zè©Z:½*úÇB!†g;cq‘QQ£HûNK^R+a¥X„T aNŠGAP†y8”½xË†ÿS¹ãdëŽÏz†¸J„VZq†êT\ ~†ÜaV'Po†_m4áiÅwÁÃTkPBÇ` RQ1èýYn†pur Äp}†Àá ureP†&>!¬Z[FxX)!ÇB!x{øEC!©T‹K†ØOC!±vÚ>b(P!ä+]!é3îl„!NRÝQémÞ!ØJ#†g-í!òf³dÊ[z"·U&z†6'"´ZY†Q —"jI _†™m³"ä+]!Ý&»"û)†Õ/Ì"|zès\ÿ"=VÑG†§~#ã)9~†ŽK#»è+†I3#¬#?ƒ=#øi\;ØJ#p%€sHˆ#Áí†2K‹#¦|#RY †pS°#PBÇ¢9õ#üsa†D $É°yJ!4$â`„%†qG$÷EP$ÿ"e<�@VŒ$:*$þ[ë†p½$¢]'†©?[%3eá?Z]%â`„%vd†I1%¥lYK-,ª%Ò,½=†lÍ%ÐzÜ@ÓXñ%Ü!0†E&pOQÐbS &Øb*&Tâ(6=&'w«RH&2\¤qP&nYvC†tˆ&Ý‰&¢]'÷EP$†tWˆ'~d:(éR·'ñkL†í>ß'×5ÛLß'”tAz†ÂW(R‰@†~d:(ã_(iT~tl(ëx¹,†dM´(úTâ(ÉpIê(Óé]†a#ù(Áj¹`†<>)^E†çW)!,©f†˜Ø)lÍ%†í)MQ{Œ"*Ú^ói†²LE*^lÍXÑNE*N9†È^Ñ*›:8T†ª[?+‚v+Œýo†(S…+QHœ+Î`»+q¥f»è+{pË†¢C,@½I†ñ#,¡Dq[mK,+@p‘qb,ˆd&dèŸ,Ö>m†ëx¹,¯{uò,˜@œQ>,-÷m4-rtÌHÂFK-óRŽ-œJëN†2@—-çgGc†Åš-X*ˆy†¼Ü->o.-Dt†îtÂ.¦–z]È.¥X„†<}7/d|•†Ëy/dS}†ò„/: o=tjÝ/0ÞU0{zúOÜ!0ÈRAN+0gY|†5J90Ï$Œ}†;1š0ô©EFw2 þZ†>2"OÊM29!"e¼W°2¯f\µhÜ2NÜ~øw×3ui‹†+æ3DjìUû3ÅóX@£4‡;¿4åd5†ºpÇ4@L†5h 5‡^B^† -A5¦PV5åd5tWˆ'×5ÎÂ5MD-†BÌ5IìD†ÇVï5 -A5“a 6”`dñ#6ghCH†81„6‰&7Í‡6ça†r!Ÿ6Q1è†¦@é6Xxî6)1:t‰&7˜XÐ\£~74\ƒ7bD9T=rÞ7€´Gr F8c©]†…Jo8û~ð8ïªó8šÔB†N9?OiêQß9¯A:ÐKx_†s›:KKKKÎ3ù:±!‹q÷O";¬4MJJO;øi\;Ù%§|c;÷qÃ†vIu;ªRUÆ;ž~7†[UïU¼`fR>í>ß'IÖ>R]†±vÚ>lrBØMT?<#iq!{’?P[5=†TFž?tˆ&Ÿ?½*ú†O-Â?ØMT?‘Sá? U|3eá?½-X{É8ç?½@}Ä†*.}@˜Ø)†Ï-‡@ºT¥`†R‰@g†ÐzÜ@Z]%HAg;†:Añs6Ay8”†DOAhu†(µA²LE*†&EÎANa†½.ÔANŠ†‘a†$,&D]”LåD|1ïq†IìDbl#gå>E½\†ô©EZÕvûn¸E‚v+†—'ºEí#öc†hFs™]†=bDF¦^^n†¬Z[F“yðÐ’FÊ"…o+w~G¼ L`ó#—Gº{9=€´G=VÑG’oÈt†{s Hõ-H¦PV5p@HåoG†ghCH'\L†š&žH½tŒe¥HoaQÔ!~Q…ÁY#%Q@gKU†NRÝQÞQîìQqG$ªR)b;R«,¦q†š0hR‡L†ßZwRþ {R;1š0†±y{RìiŽRÀá †(UõRÞ$AtxcSº#Sw/Ê=FZPS8TS)b;R†ÏTSó#—G3%€SÀ{«S‡;¿4†Üg/T˜4>›:8Tµgn†bD9T]z[TÎ ²mƒ¢TD $þ`ÂTÿS¹ï,!UÏrdi†@gKUÞU0 g€U‚þ³UxcS>ÝUC;ŒrXYYVáD¶^‹V4öOÊV©J$WûWûWÅ6…XÊM2:3œXàq•Y†Õ¬XÎ3ù:†±OµXº#S^lÍX\<ðjgÓXQ>,- qîXª}<ÅóX_/,J´ZYƒ¢T†ã`-Y<MYv†àq•Yv^mC†…ÁYßf Z<Z…&xFk{ZÍKD þZHp†Ì[Üenxø:[†=ö^Í` [Œ0’[(>Y†¯f\Í?\Iê(†½\úMö˜XÐ\~Ðf<1/Õ\Ås»†¬7y]Â>aQs™]Øð†c©]Hv¿I†Óé]vIu;š]^ph$^‡^B^ß`.›^†=ö^å1_ÐKx_¶a9†jI _l{ ó !`‘qb,†¼ L`èY`å ƒºT¥`”=Ö}Áj¹`‘QQ†ïU¼`§>Ö`_m†T aÝ‰&Na[mK,†9a€‘q†˜…aÎÂ5†˜>‘asq¥y†3jÕaßZwRçaôT„3b@Ïz†ì)ibõU~b1µH†øU b§~#†%;åb@VŒ$03cD.£BçgGcg-í!†va€cÑ^ê†…Ñc(µA†UÝcš0hR†í#öc©J$Wvd0q|”`dˆd&d›@ÒMòf³d,-¾Znüd¦|#†9!"e2K‹#¦g+eª/eµ *^EeŽ²†æL\eå>E†–eme¥HgQweŠu ½tŒeduŒeFd†ú&fJiƒ,\f<}7/†¾zfs{Tq¥f3%€S!,©fqx{~ÐfXxî6ŠaÙf6Ýf<Z†bl#g¥^BLkQgäJ9r†g8|k=šZûgÇ-9hšK?OiÔuß<�MeBiÏrdiØb*&†Ïb~i±y{R4áiã`-YÚ^óiX–u†NFüi£~7DjtjÝ/v,…jÉ8ç?w¿jþ`ÂTÉ=Õjˆ4¶q\<ðjædkgÃTkZl!{’?†klV:g†é3îl<|ö<IeùlJ+Lê^(mˆšK†ô.‘mz*¢mAâÎ ²mÚHnèY`µgn„!ûg)nfR>†¦^^nVÝ†,mnºkj>´nh#ÛngV'Po½ ô†Ê"…oÄ"™o6GP†eoh¥¶.´orÁšv½oMg†Œýo]z[THpTFž?(Ap(S…++@pª[?+bEp=rÞ7¹C½p¤qP&†¡Dq„VZq• †<#iq±!‹qù ˜€‘qQ =†«,¦qÅwÁ#!©q{s Hˆ4¶qŠaÙfˆlÝq|1ïq6SŽ~Rðq3q-rIeùl†äJ9r+æ3†C;Œrn[G° ùrÏ-‡@†y0®sb(P!öês{fM-DtÄy†)1:to ývÞ$AtÅ6…Xð 0w?0w?0w?0w?ä.¢tª/e‰¥t(ApÈ}¸t’oÈt³U2…&xph$^Üenx[µx,mnfÆx&xn þxï0¨<�†=.y6Ýf†Ö+OyrgOX*ˆy‹xÓu†˜yd]-sq¥y7ÕÉ°yxLÒyîtÂ.Óáy];yw†òy‰w¯·U&zé*N{†”tAzr=°†WhKzjx ‡.TzJi¦–z@Ïz¶.´o†ŽÏz¸`ÈO†%þz³qöwv{ÇNH{$,&Dé*N{‘Sá?MQ{ HR{Í‡6†jbS{½-X{qx{¦@é6mð{™dª†0q|ì~èvgY|öês† U|[|çW)†\€|+w~G;¦|¦g+ekÖ|ä.¢t†y>Ø|BÌ5†dS}XYYVÄp}§R>Ï$Œ}dM´(ßMš}J<¿v†”=Ö}jbS{œqõ}\ ~ô=†H,~03c†ã)9~WhKziT~¹;¸~j{Á~0¡N†NÜ~L s{TŸ<(>Y\*†4e’z+™jª{pË4\ƒ7“Ï(kàI†Áí—x†úMöjªå¬…[w°2 Rñ Ép j^òNÿ_atißwbÆ±.h j<ShªTO>sr#ßl$ƒ}&‘m'»m(»)%j,ÐP.ÙI/É2†Z2'4t4.6ô6;I8CJ8Ë9Äe=K&>E!@JJ@r7AíECïnD·uDVF0IiCI4TJÇKUL%MaNÕ%SMKXGYãPYÂ^rO_5a„7aHc#c 2eÛOfµQf)gjMiÓckalTHlLmnnm}OnMr[rÐps0@uI1vywicy‚X}/€Wt„mwˆº=‰Ê=‰Ò`ŒjŒNJÑ9‘å’l’.~’v–=H›âJœÐ~œdUõ Ÿ=IŸFjŸToŸ4 ðM þ2¤)w¤¼¥Lz¥¨£c¨7«U<¬[¬óT°·r°€±ì±÷´õ^¶v¶Ñ\ºA¼vI¼|W½r¾´¿ðÃ$?Ã Å¢ É½!Ês/ÊÂÍà8Î*Ðª-Ñå_Ñ$-Ó¯tÔÿfÖ.Ù><ÙÒrÛòCà7"ãLãÝåóSå?5æÉçÌ"èGlèbJéhëÖ-ì¢í îÄ"îwñPó2øÔù—Yù û“Eü`-ý|ÿ(A*Aÿ@€ø?ø?ø?ø?!#*$*%*'N(N)N+N-N3N5=>6Aˆ@ˆˆˆ ˆD@ˆ&ˆ*ˆ.ˆ`@ˆ4ˆp@ˆ:ˆ<�ˆ€@ˆBˆˆ@ˆFˆÈ@ˆjˆÜ@ˆvˆ@ÿÿUnknownÿÿÿÿÿÿÿÿÿÿÿÿGÿ.à[xÀ ÿTimes New Roman5€Symbol3.ÿ.àCxÀ ÿArial7.ÿ¡[ @ŸVerdana;†(‹[SOSimSunAÿàÿ$BŸCambria Math 1ˆ¤h;"ÛfÃ*ig…”¹ o7!v¹ o7!v!-!),.:;?]}¨·ÇÉ & 6"0000 00 00000ÿÿÿ ÿÿÿÿÿÿ=ÿ@ÿ\ÿ]ÿ^ÿàÿ([{· 0 000000ÿÿ;ÿ[ÿáÿåÿ ´œ‚€AA 2ƒQüýHPðÿ?¨ÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÌ"è2!xx $’!Üÿÿuser Windows (u7b=7A Õâñi ÓðZ'™µ`¼¤¶IÓïZ'™µþÿ à…ŸòùOh«‘+'³Ù0\ˆœ¨¸ÄÔ ìø $ 0<DLT¨userNormalWindows ÓÃ»§133Microsoft Office Word@x*p8@¢yþé\Ê@ÊôÄDÔ¹ o7þÿ ÕÍÕœ.“—+,ù®0´ X`t|„Œ”œ¤¬¨Microsoftv!A !"#$%&'()*+,-./0123456789:;<�=>?@ABCDEFGHIþÿÿÿKLMNOPQþÿÿÿSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|þÿÿÿ~€‚ƒ„þÿÿÿ†‡ˆ‰Š‹ŒþÿÿÿýÿÿÿýÿÿÿþÿÿÿþÿÿÿþÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿRoot Entryÿÿÿÿÿÿÿÿ ÀFðR½ÅDÔ’€Data ÿÿÿÿÿÿÿÿÿÿÿÿJ1TableÿÿÿÿRôTWordDocumentÿÿÿÿ2’SummaryInformation(ÿÿÿÿÿÿÿÿÿÿÿÿ}DocumentSummaryInformation8ÿÿÿÿÿÿÿÿ…CompObjÿÿÿÿÿÿÿÿÿÿÿÿnÿÿÿÿÿÿÿÿÿÿÿÿþÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿþÿ ÿÿÿÿ ÀFMicrosoft Word 97-2003 ÎÄµµ MSWordDocWord.Document.8ô9²q