Development of multi-agency policy: supporting the parents

Keyword(s):  
2019 ◽  
Vol 49 (2) ◽  
pp. 171-192
Author(s):  
Valerie H. Hunt ◽  
Larra Rucker ◽  
Brinck Kerr

Drawing upon 24 years (1991-2015) of U.S. Equal Employment Opportunity Commission data, we ask whether sex-based occupational segregation among professional and administrative employees in municipal bureaucracies is related to agency policy missions. We evaluate occupational segregation using two different benchmarks, 30% women and 50% women. At the 30% threshold in distributive and regulatory agencies, our findings suggest erosion of glass walls among professional workforces, but widespread occupational segregation among administrative workforces. At the 50% benchmark, we find a different story. Most cities reach or exceed gender parity in redistributive agencies; however, we observe widespread occupational segregation among administrative and professional workforces in distributive and regulatory agencies. Patterns of sex-based occupational segregation are related to agency policy missions. Analyses of glass walls should not be based on a single benchmark. One option is to supplement evaluations using the customary 30% threshold with evaluations employing a threshold of 50%, or true gender parity.


1987 ◽  
Vol 16 (3) ◽  
pp. 221-234 ◽  
Author(s):  
William M. Timmins

The author conducted a 1986 national survey of smoking/nonsmoking policies and practices at the worksite. He found 38 percent of public agencies responding do have restrictions or bans on smoking among members of the workforce. The article reports on a variety of practices, including restrictive hiring, incidents between smokers and nonsmokers requiring management intervention, segregation of workers, disability costs, smoking habits, and so forth. The article concludes with some “next steps” for jurisdictions which implement such policies.


1988 ◽  
Vol 69 (4) ◽  
pp. 214-223 ◽  
Author(s):  
Don Cuvo ◽  
Frank Hall ◽  
Gail R. Milder

In family service agencies, particularly those with multiple locations, intake may be inefficient and impaired by inconsistent interpretations of agency policy. The authors describe how a large agency transformed its intake process using an existing computer system.


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