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This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

We formally investigate the effects of an inspection system influencing safety of foreign and domestic food products in the domestic market. Consumers purchase domestic and imported food and value safety. Potential protectionism à la Fisher and Serra (2000) can arise: inspection frequency imposed on foreign producers set by a domestic social planner would be higher than the corresponding policy set by a global social planner treating all producers as domestic. The domestic social planner tends to impose most if not all of the inspection on foreign producers, which improves food safety for consumers and limits the production loss for domestic producers. Despite this protectionist component, inspections address a potential consumption externality such as health hazard in the domestic country when unsafe food can enter the country undetected. We then calibrate the analytical framework to the U.S. shrimp market incorporating key stylized facts of this market. Identifying protectionist inspection requires much information on inspection, safety, damages, and costs. We also investigate how to finance the inspection policy from a social planner perspective. Financing instruments differ between the domestic and international welfare-maximizing objectives.

England is a clear example of a country where government has imposed a stranglehold over curriculum development over the last 30 years, driven by a belief in the power of markets and testing to improve education. We provide an account of the evolution of a national curriculum in England, along with the growing importance of the school inspection system, which has served as a form of surveillance and as a constraint on curriculum development in schools, resulting in a very subject dominated curriculum. This has been exacerbated by demise of many traditional meso level curriculum actors and the emergence of a different assemblage of support. We give particular attention to the prominence given to interventions in pedagogy and curriculum, set within a school effectiveness paradigm. We explain that within government rhetoric there is encouragement to innovate but we show through research evidence that accountability pressures overwhelm this message and that younger teachers have not been introduced to or trained in curriculum development processes. In the final section of the chapter, we describe some schools which are going against the grain and innovating, but they do stand very much as oases in a curriculum desert.

Since the turn of the new millennia, governments have increasingly moved away from professional models of educational decision-making and turned toward a neoliberal production model in which markets and test scores drive educational decisions. In this “brave new world,” teachers have become “human capital,” and principals, the managers of their productivity rather than leaders of learning. As a result of this changing dynamic, teachers have increasingly turned to teacher unions or federations, and away from local school jurisdictions and governments to protect their salaries, working conditions and professionalism. Principals, in turn, have found themselves in a no-win situation – caught between top-down demands from big governments and local school districts for teacher compliance, and big unions' insistence on fair treatment for all teachers. This chapter, therefore, intends to explore this increasingly fragile role of principals in three international settings, in our rapidly changing world.

The rise of a performativity discourse in education in England emanates from the importation of an economic ‘market’ structure for schools in order to improve the effectiveness and efficiency of the outputs of learning and to increase the opportunity of choice for the ‘consumers’ of education (Ball, 1998). Institutions focus their policies and practice, on improving performance and survival to maintain and develop their market share. This is due to the competitive nature of a market structure. The performativity criterion of efficiency and effectiveness is an optimisation of the relationship between input and output (Lyotard, 1979). In the case of education this means both ensuring a favourable qualitative award from a national inspection service and raising the achievement levels of pupils in national tests to ensure a high position in published tables of educational performance. High ratings on these two performativity indicators improve a school’s attraction to parents and students in the educational market place. This results in improved resources, increasing the opportunity for the school to be more selective about the students it accepts and the quality of the teachers it employs.

The chapter provides instruction on how public libraries can improve the services that they provide to community members with print-related disabilities.

A combination of methods was used (interview, survey, document analysis, usability testing, and expert inspection), to investigate the current level of service provided to community members who are blind or low vision by the Baltimore County Public Library, in five areas:

1. Web Accessibility and Maintenance

2. Staff Awareness and Training

3. Physical Environment of the Library

4. Library offerings, including databases, materials, and equipment: what we have now and what we should have

5. Marketing materials: what, how, and where to be more visible

In all five areas, there were important findings about current barriers to accessibility, and suggestions for improvement in the future were made in the chapter.

The chapter details the steps taken by a large public library system, in a challenging budget environment, with changing leadership, to make improvements in the quality of service provided to people who are blind or low vision.

In the past, people with print-related disabilities were often referred to the Maryland State Library for the Blind and Physically Handicapped. However, over time, the nature of materials acquisitions at public libraries has changed. A large percentage of materials acquired by public libraries is now in digital format, which provides an opportunity for public libraries to start providing services to people with print disabilities.