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Based on in-depth fieldwork in three cities, Dar es Salaam, Zanzibar and Lusaka, this book provides a critical analysis of the United Nations Sustainable Cities Program in Africa (SCP). Focusing on the SCP's policies for solid waste management, which was identified as the top priority problem by the SCP, the book examines the success of these pilot schemes and the SCP's record in building new relationships between people and government. It argues that the SCP has operated in a political vacuum, without recognition of the long and problematic histories and cultural politics of urban environmental governance in Eastern and Southern Africa. This book brings these cultural and political histories to the fore in its examination of the contemporary dynamics. In doing so, it not only provides an insightful analysis of the policies and outcomes for the SCP, but also puts forward a historically grounded critique of neoliberalism, good governance and sustainable development discourses.

This book constitutes the refereed proceedings of the 4th International Conference on Principles of Security and Trust, POST 2015, held as part of the European Joint Conferences on Theory and Practice of Software, ETAPS 2015, in London, UK, in April 2015. The 17 regular papers presented in this volume were carefully reviewed and selected from 57 submissions. In addition, one invited talk is included. The papers have been organized in topical sections on information flow and security types, risk assessment and security policies, protocols, hardware and physical security and privacy and voting.

Those managing organisations are often criticised for being'faddish'in their use of new management ideas or innovations, too easily falling into the trap of adopting the latest new idea or concept because it is'flavour of the month'. This research-based report presents an in-depth account and analysis of the adoption and implementation of two popular large-scale managerial innovations in four different organisations. It provides case studies of actual adoption and implementation of the balanced scorecard and programme/project management offices. The study explores the reasons for the adoption of the innovations and how these reasons shape implementation success. The report also provides examples of good practice that practising managers use to improve the implementation of new management practices in their own organisations. - Presents an original research-based study that explores the reasons why organisations adopt new management practices (e.g. balanced scorecard and programme/project management offices) - Links the reasons for adoption with the success of implementation - Provides examples of good practice that can improve the implementation of new management practices in organisations