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I. Introduction The Association of Southeast Asian Nations (ASEAN) (1) has adopted the ASEAN Free Trade Area (AFTA) and ASEAN Vision 2020 for integrating its economies into a single production [...]

Does compliance with rules ensure better program performance and accountability? Since the 1980s, many scholars have answered no to this question, arguing that as managers attempt to comply with a growing thicket of rules, they often lose sight of the performance of their agencies and programs. Even the defenders of a rules-based approach have tended to view it as a necessary, though inconvenient, means of ensuring that democratic values and public rights are protected in the functioning of government. But does compliance with rules inevitably result in a loss of efficiency and effectiveness in the performance of public projects? This essay presents a case study of a public works project and three additional case summaries to demonstrate a theoretical proposition that compliance with rules for contracting and competitive selection of contractors can be an essential element of both a project's success and its accountability

Provision of low-wage menial employment through public works schemes promises to provide low cost targeting of the poor, especially in rural areas where instruments for income transfer are scarce. Findings from survey-based studies in rural Botswana and Kenya show that the working poor are more willing to participate in public works schemes, especially those with few assets and limited access to private income transfers. Access to short-term employment through these schemes appears to improve the net income of the very poor and decrease poverty among the rural poor. The significant number of nonpoor in the schemes, indicates however a need for improving poverty targeting through setting wage rates that closely reflect the labor supply characteristics of the poor in rural labor markets. In addition, these schemes have to be complemented with other income-transfer interventions to ensure that the poor who fail to meet work requirements are not excluded from public assistance.

It is widely accepted that poor scope definition is one of the leading causes of project failure in the U.S. construction industry. Many owner and contractor companies understand this, however, they share the misconception that it is not economically feasible to spend the time or money necessary to adequately define the scope of work early in a project's life cycle. In other cases project participants are ignorant about the requirements for an adequately defined scope of work. A tool called the project definition rating index (PDRI) was created to address these problems. The PDRI is an easy-to-use, weighted checklist of 70 scope definition elements allowing the user to measure and manage the level of scope definition as project planning progresses. Results from 40 pilot projects will be presented showing that a specific PDRI point threshold provides some measure of confidence in project outcome. The implications of this tool in the project scope management process will be explored. Conclusions and recommendations about the PDRI will be made for project management professionals.

Japanese public-works systems feature advanced technology, high rates of investment and a cooperative management culture. Public-works policy is guided by political consensus, a social contract to provide welfare infrastructure, and production infrastructure for economic goals. The Japanese have longer-range plans, more cooperation in research and development and regulatory policy, and more private-sector involvement than the United States. Coordination problems are mitigated by centralization, focus on group work, and personal relationships. Our individualism, adversarial public-private arrangements, and federal system discourage these approaches. The Japanese invest in infrastructure to stimulate the economy and to subsidize maintenance. Regionalization, land-use planning, and small-systems problems seem less daunting in Japan than in the United States. The Japanese have superb public-information material, indicating a commitment to gain consensus from each citizen. They are sensitive to environmental issues, and see them as a business opportunity. Women have fewer opportunities in Japanese agencies than in the United States. Lessons for the United States: invest in infrastructure in spite of economic problems; integrate decision making; improve coordination and cooperation; encourage public-private cooperation; cut regulatory red tape; be efficient and democratic in decision making; and learn from Japanese public-works management systems.

The dynamic linear back calculation procedure for estimating pavement material properties is presented. Two approaches based on the fitting of the data in the time and frequency domain are described in detail. The time-domain approach is recommended when the deflection histories do not decay to zero at the end of the sampling window. The parameter identification procedure used to generate the sensitivity matrix and the load vector and to solve the overdetermined set of equations is described. Twenty-four test sections from the GPS of the SHRPLTPP program are analyzed. The material properties back calculated are: (1) The moduli of elasticity for unbound base, subbase and subgrade materials; and (2) the parameters of the generalized power law of the creep compliance of the asphalt concrete. The results are compared with those of the static linear back-calculation procedure and of laboratory tests. It is found that: (1) The moduli of elasticity for unbound materials from static and dynamic analyses compare relatively well; and (2) the exponents of the power law from back calculation and laboratory results do not compare well. It is suggested that the sample tested in the laboratory may not be representative of the whole asphalt concrete layer.

The approval of a public-works project requires public support and so educating the stakeholders and encouraging participation is important. A successful format for developing public support involves five steps: identifying the stakeholders, solicit comments from stakeholders separated into categories, investigate potential conflicts, resolve the conflicts and solicit formal approval of the project. This method avoids surprise complications while allowing the public to feel involved, increasing the chances of final approval.

Some record setters are busy, rapidly growing cities. Others are small rural towns with populations of less than 10,000. A world apart in many ways, they have one important thing [...]

Rick Geddes, associate professor in Policy Analysis and Management, received a 2009 Fulbright U.S. Senior Scholarship to examine the lessons from Australia's use of private investment in financing transportation infrastructure, [...]

The DEFRA has appointed WS Atkins to carry out research into the extent of sewer and drain problems in homes across England and Wales. The study will use closed circut [...]

Birmingham has been transformed into an attractive destination for tourists thanks to its planners' focus on quality design, according to research presented at a conference last week. The Royal Geographical [...]