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The paper concentrates on the administrative side of the United Arab Emirates (UAE) budgetary process and employs a quantitative approach to test two major hypotheses about the style of decision making and the impact of this style on annual estimations of public expenditures. Therefore, the major question of the paper is not concerned with the content of these decisions (annual estimations) in a substantive descriptive and normative manner, as in public finance studies, but rather with the analysis of the outcomes of these decisions. The paper uses data from annual budgetary allocations to test certain hypotheses and concludes that UAE budgetary decision-makers in United Arab Emirates Federal ministries use an incremental style of decision making to estimate their annual expenditure.

U.S. state governments own a large array of fixed assets and lease a great number of parcels of private real properties for public uses. The purpose of this paper is to explore the public asset management system of the U.S. state governments. First, this paper analyzes the major, current public asset management systems and the public procurement systems created by the Organization for Economic Co-operation and Development and the U.S. Government Accountability Office. Based on the analysis, this paper constructs a comprehensive public asset management system that consists of six cornerstones. Second, this paper verifies the comprehensive public asset management system using the data collected from thirty-seven surveyed state governments. The data analysis demonstrates that the comprehensive public asset management system is supported. However, each cornerstone of the comprehensive public asset management system presents different strengths. Third, this paper suggests that further research may delve into particular areas of capital asset management at the state government level to identify critical issues and to provide appropriate resolutions.

School leaders in small to mid-size urban districts face shifting policy environments, increased accountability, fiscal austerity, and unfunded mandates, as they work to improve student learning and close achievement gaps. This chapter focuses on one aspect of school reform: the role of families in supporting students’ success. Given shifting demographics nationwide, recommendations for two-way partnerships with Latino families will be proffered in light of renewed definitions and an increasingly robust research base.

Explains the 50/50 Home Purchase Plan. Covers the background, advantages and risks of the plan from the developer′s and the purchaser′s viewpoints. Makes recommendations on the documentation involved.

Low impact development (LID) has been characterised as a radical approach to housing, livelihoods and everyday living which began in Britain in the 1990s as a grassroots response to the overlapping crises of sustainability (Halfacree, 2006; Maxey, 2009). It employs approaches that dramatically reduce humans’ impact upon the environment, demonstrating that human settlements and livelihoods, when done appropriately, can enhance, rather than diminish ecological diversity. However, LID is not solely concerned with the environment. It is also a direct response to social needs for housing, an anti-capitalist strategy forging alternative economic possibilities, and a holistic approach to living that pays attention to the personal as well as the political needs (Douthwaite, 1996). Thus, LIDs are a good vehicle through which to explore radical and innovative forms of sustainability and to critically assess their potential as a response to environmentally damaging ways of living. Rather than seeing LIDs as a rural back-to-the-land phenomena (Halfacree, 2007b; Jacob, 2006), this chapter argues that the movement is ‘engaged in social transformation through everyday-lived practice’ (Woods, 2008, p. 132).