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Literature reveals that local authorities in Scotland are required under the Housing (Scotland) Act 2001 to undertake housing need and demand assessment. Local authorities are required to ensure that their local housing strategies are evidenced with an assessment of housing need and demand. The housing needs and demand assessment (HNDA) framework was designed to help local authorities in Scotland provide the evidence base for local strategies. Since its introduction in 2014, there is a limited literature highlighting whether or not the framework has been effective. To this end, the purpose of this study was to evaluate the effectiveness of the HNDA framework as set in Scottish local authorities; this paper aims to highlight those factors that have been effective in the framework.

An evaluation to asses empirically the effectiveness of the HNDA framework in Scotland was conducted. The research involved a review of literature on the current HNDA framework in Scotland. A measure of the effectiveness of the HNDA framework was conducted via a questionnaire survey to get the practitioner’s perception from 32 Scottish local authorities. This was conducted to advance specific features that have been effective in the HNDA framework. The features were then ranked in terms of their degree of effectiveness.

The research in this paper identifies initial findings cited in literature of effective factors that impact on the effectiveness of typical projects and contextualises them in the HNDA framework in Scotland, the HNDA framework having all hallmarks of a project. Results from this study identified effectiveness factors that have a greater influence on the HNDA framework’s general effectiveness. These factors include amongst others: clearly defined and detailed scope; project monitoring and control; competent and experienced project managers; and sufficient and well-allocated resources.

By examining the factors individually, it can be stated that overall and based on literature and survey, the HNDA framework as used in Scotland has largely been successful. The success, however, is on a case by case basis. For example, those in remote-based local authorities expressed reservations on whether some of the identified effectiveness factors in the framework were effective while those in more metropolitan or larger local authorities were more upbeat with the HNDA framework.

No similar study has been carried out on effectiveness factors in the HNDA framework used in Scottish local authorities. The findings in this research, therefore, contribute to the literature that seeks to understand the mechanisms of an effective HNDA in general and the HNDA framework in Scotland in particular. Overall, it contributes to the housing debate by offering a Scottish perspective. The study is a precursor to the mechanism for the housing need and demand and funding success in Scotland.

The purpose of this paper is to assess the effectiveness of operational property asset management in Scottish Councils and the extent to which this achieves best value. Appropriate criteria for evaluating asset management effectiveness include the effective use of capital resources, efficient and effective use of property assets, and improved service delivery.

The paper is based on a survey investigating 32 Scottish councils. A questionnaire survey and interview of a select number of key stakeholders were carried out.

The research findings suggest that councils have been less successful in efficiently and effectively using property assets to reduce operating and maintenance costs. They have equally been unsuccessful in bringing about increased staff efficiency. Furthermore, there is a problem of improving service delivery, as councils have been less successful in introducing cross‐service working and co‐location as well as ensuring that properties are easily accessible users. However, councils have been very successful in making effective use of capital receipts to support capital projects.

Unlike other parts of the UK, asset management in Scottish councils has only recently been introduced. This might account for the dearth of similar research on asset management in Scottish councils, making it difficult to compare findings.

As no similar study has been carried out on asset management in Scottish councils, the findings of this research contribute to literature on asset management and best value, thus highlighting the Scottish perspective.

The purpose of this paper is to investigate similar and different wayfinding strategies used by novice and expert patrons at an academic library.

The study employed a usability study approach. In total, 12 people, places, or things were identified as important for students to be able to locate within an academic library. Students from one of three groups (high school, freshmen, and seniors) were randomly assigned a scenario requiring them to find the indicated person, place, or thing. Student researchers video recorded participants and took field notes during the wayfinding activity and conducted an interview about participant’s experience following the exercise.

Total and average time needed to locate the person, place, or thing indicated in the scenario were determined for each group. In addition, wayfinding tools (signs, maps, help desks, technology, and experience) used by participants were identified.

The research compares novice and expert wayfinding strategies. It is unique in its use of student researchers as part of a sociology class project, to collect and analyze the data.

The paper analyses the strategic management strategies of UK Construction Contracting Firms (CCFs) and their impact on the industry, highlighting their fragmentation, high-risk, low-profit nature and low profit returns. It suggests proactive strategies for sustainable growth and explores the potential of corporate diversification.

Utilising a thematic critical literature review, specific inclusion/exclusion criteria are used to select relevant literature together with a thematic qualitative synthesis data analysis approach to identify trends and challenges.

UK CCFs primarily use reactive and project-based strategic management, which may not align with long-term success due to market volatility, reactive supply, fragmentation, high competition and lack of differentiation. The short-term business cycle makes medium- to long-term strategy development difficult. It is recommended that CCFs adopt proactive strategic management and consider corporate diversification for enhanced competitiveness, stability and performance. Although there are conflicting findings on the impact of diversification on firm performance, this research suggests that it is a viable strategy for achieving enhanced firm performance and competitive advantage.

The importance of proactive corporate strategies for CCFs is emphasised to overcome industry challenges, promote sustainable growth and enhance competitiveness. Corporate diversification, cultural transformation, management qualifications promotion and talent development collaboration are advocated, providing valuable insights for practitioners, policymakers and researchers.

The practical implications of this research involve fostering a shift towards proactive and dynamic strategic management in the UK construction industry, addressing the historical neglect of broader strategic perspectives and empowering practitioners and academics to drive positive change and innovation within the sector.

The social implications of this research encompass the potential to enhance the overall efficiency, sustainability and collaborative dynamics within the UK construction industry, which can ultimately contribute to improved infrastructure development and the well-being of communities.

Project-driven strategic management in the UK construction industry is explored, questioning the reactive approach used by CCFs. It provides insights, best practices and improvement areas, emphasising diversification, proactive corporate strategies, cultural shifts and industry improvement, spanning theory, practice and theory.

The subject areas for this case are auditing, fraud and investigations. It is also relevant for teaching aspects of corporate governance.

This case consolidates techniques and methodologies of special investigations and demonstrates weaknesses in governance and internal controls. It is appropriate for final year undergraduate students and graduate students who have attended classes on basics of accounting and financial reporting.

The case is about institutional governance and the effects of ineptness at different levels of an organization that resulted in TAS. 133 billion being “improperly” paid out to 22 firms in the financial year 2005/2006.The case is structured to focus at the dilemma of the Director of Finance as an individual who featured in the latter stages of an extensive fraud where old unclaimable debts were revived and were being claimed and paid to fictitious assignees involving a number of Central Bank officials. However, the case seeks to interrogate issues related to financial records and controls in which the position of Director of Finance had more relevance.

Working on this case should result in enabling students to acquire expertise necessary for forensic accounting. It should also enable students to learn to gain an understanding of the practice of investigative and forensic accounting as well as an understanding of the interrelationships of the parties involved in forensic investigations.

Teaching note.

The success of every business depends to a large extent on its corporate real estate (CRE), given that, it is the physical assets that support its operations. To achieve this success, organizations must adopt a strategic approach to CRE management. The purpose of this paper is to examine the extent of adoption of strategic corporate real estate management (SCREM) practice in Ghana based on the views of CRE managers.

The embedded mixed method approach was adopted for the study. In total, 72 CRE managers were selected from 35 institutions in 5 sectors (tertiary education, health, banking, security and service industry) where real estate is a requirement for accreditation using a multi-stage sampling technique.

An analysis of the existing practices underpinning SCREM in Ghana showed that SCREM has not been adopted completely in Ghanaian institutions. No organization has a complete systematic structure in place for SCREM as the practice is evolving. This finding correlates the global trend that CRE is not strategically managed like other corporate resources.

Current SCREM practices in Ghana, as divulged by this research, provide useful insight into the current status quo of SCREM and what must be done to ensure that CRE achieves its attribute of value adding.

The paper outlines the elements of SCREM practice, adding to the limited literature on the practice in Ghana and worldwide. It also sets the stage for further research in SCREM practice and CRE performance.