The Fullerton Longitudinal Study, launched in 1979, chronicled the development of over 100 children and their families from the children's first birthday through their high school completion using a cross-informant/cross-context methodology. In this volume, the developmental course and sequelae of children's temperament from age 1.5 years through high school completion are documented. It is an important resource for developmental researchers, clinicians, educators, and students.

The Fullerton Longitudinal Study, launched in 1979, chronicled the development of over 100 children and their families from the children's first birthday through their high school completion using a cross-informant/cross-context methodology. In this volume, the developmental course and sequelae of children's temperament from age 1.5 years through high school completion are documented. It is an important resource for developmental researchers, clinicians, educators, and students.

Collaboration has become a popular approach to environmental policy, planning, and management. At the urging of citizens, nongovernmental organizations, and industry, government officials at all levels have experimented with collaboration. Yet questions remain about the roles that governments play in collaboration--whether they are constructive and support collaboration, or introduce barriers. This thoughtful book analyzes a series of cases to understand how collaborative processes work and whether government can be an equal partner even as government agencies often formally control decision making and are held accountable for the outcomes. Looking at examples where government has led, encouraged, or followed in collaboration, the authors assess how governmental actors and institutions affected the way issues were defined, the resources available for collaboration, and the organizational processes and structures that were established. Cases include collaborative efforts to manage watersheds, rivers, estuaries, farmland, endangered species habitats, and forests. The authors develop a new theoretical framework and demonstrate that government left a heavy imprint in each of the efforts. The work concludes by discussing the choices and challenges faced by governmental institutions and actors as they try to realize the potential of collaborative environmental management.

The definitive guide to the secret sauce of improving public and population health Nontraditional collaborations have produced some of the most sweeping, health-improving results in recent memory. But whether it's public/private, cross-discipline, or interagency, the formula for identifying these partnerships - not to mention making them work - remains very much in progress. The Practical Playbook II is the first resource to elucidate what works (and what doesn't) when it comes to collaborating for change in and around health. It brings together voices of experience and authority to answer this topic's most challenging questions and provide guideposts for applying what they've learned to today's thorniest problems. Readers will find answers to common and advanced questions around multisector partnerships, including: * Identifying sectors and actors that can help to collaborate to improve health * Best practices for initial engagement * Specifics related to collaborations with government, business, faith communities, and other types of partners * The role of data in establishing and running a partnership * Scaling up to maximize impact and remain sustainable * The role of financing * Implications for policy Written in practical terms that will resonate with readers from any background and sector, The Practical Playbook II is the resource that today's helping professions need - and a roadmap for the next generation of health-improving partnerships.

The institutional forms of liberal democracy developed in the nineteenth century seem increasingly ill-suited to the problems we face in the twenty-first. This dilemma has given rise in some places to a new, deliberative democracy, and this volume explores four contemporary empirical cases in which the principles of such a democracy have been at least partially instituted: the participatory budget in Porto Alegre; the school decentralization councils and community policing councils in Chicago; stakeholder councils in environmental protection and habitat management; and new decentralised governance structures in Kerala. In keeping with the other Real Utopias Project volumes, these case studies are framed by an editors' introduction, a set of commentaries, and concluding notes.