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This paper aims to explore teachers’ shifts in pedagogy and practice as they implemented a project-based learning (PBL) approach to teaching English Language Arts (ELA) for the first time.

The authors interviewed 10 ninth-grade ELA teachers in three schools after their first year enacting PBL. Initial codes were developed deductively from the interview questions and others emerged from the data. The authors also used memos to contextualize the interviews and triangulate findings.

Teachers described embracing new, expansive approaches to teaching ELA as they shifted from focusing on skills to big questions, and from literary analysis to “real-world” writing and assessment. These data illuminated three tensions around “traditional” versus PBL approaches to ELA: What counts as ELA? What counts as student success? And is PBL for everyone?

Few studies have explored teacher perceptions of PBL in secondary ELA classrooms. This paper uniquely illuminates some pathways for addressing the tension between “traditional” and PBL approaches. The authors call for deliberate, ongoing and gradualistic approaches to engaging in PBL routines that support educators to make meaningful shifts in instruction.

While weaknesses for students with learning disabilities (LD) may exist in basic reading skills, difficulty understanding text goes beyond reading the words on the page. The complex nature of reading requires educators to provide struggling readers with reading strategies that support active engagement with text, comprehension monitoring, and a means to organize their understanding before, during, and after reading. In this chapter we describe collaborative strategic reading (CSR), a multicomponent model for teaching reading comprehension strategies. CSR has been associated with reading gains for students with LD as well as low- and high-achieving students, and English language learners. We provide information about teaching reading strategies as well as suggestions for overcoming possible stumbling blocks to implementation.

The scale of current demand on primary care services from people seeking help with common mental health problems places enormous pressure on the existing front line workers in general practice. The paucity of training opportunities and competing pressures to deliver improved services across a range of general practice targets remains a major challenge for primary care professionals. The impact of government policy, to improve both access to and choice of treatments, has raised public expectations.The commissioning of the graduate workforce, the graduate worker in primary care mental health (GWPCMH), commenced in 2002, in response to the publication of target numbers detailed in the Priorities and Planning Framework, (DoH, 2002). It signalled a determination to expand the workforce provision and improve the quality of care for service users with common mental health problems.This paper examines the scale of common mental health problems, the policy response and the commissioning process. Particular attention is given to examining the barriers that have been shown to affect implementation, identifying the key influencers and the resources required to train these workers.

This paper examined the explanatory power of a set of acquisition factors and the ability of decision makers to utilize these factors within the context of corporate takeover decisions using multiple regression and correlation techniques. The acquisition factors included size of cash flow, level of technological advancement, marketing techniques, and management expertise in strategic planning. The results indicate that the size of cash flow, management expertise in strategic planning and vertical marketing systems are significant factors in acquisition decisions.

In recent years it has become evident that the success of an organization depends on its ability to understand and manage its processes in order to meet customer requirements. Both business process reengineering (BPR) and project management are commonly advocated as means of improving these processes. The aim of this paper is to highlight the potential benefits of using formal characterizations of the business process in support of BPR. A case study is used to show how ideas that underpin the computer‐based representation of mechanical products can be applied to business processes.

One limitation of research that assesses the effectiveness of physical activity interventions for people with dementia is that most do not describe the intervention in sufficient detail to ascertain a theoretical basis or mechanism of action that determines the effective components. This paper aims to identify studies which evaluate the mechanisms of action of physical activity interventions for people with dementia, to further inform effective intervention development.

Papers were screened for evidence of evaluation of specific forms of physical activity, using pre-defined inclusion criteria. Analysis was conducted to ascertain if mechanisms of action were corroborated by data within and between studies.

The authors identified 26 studies with a measured mechanism of action; these related to the effects of physical activity on either neurological structure or endocrinal markers, including hormones. Physical activity had potential to reduce hippocampal atrophy, increase neural recruitment, activate the noradrenergic system and improve anti-inflammatory responses. While individual studies were hampered by small sample sizes, the body of evidence indicated that physical activity may have potential to delay cognitive decline.

Mechanisms of action in relation to dementia and physical activity are likely to be multifaceted, and physical activity may be protective against progression in the early stages of cognitive decline. Physical activity may be of greatest benefit if incorporated into on-going lifestyle, rather than engaged in for short periods, and combined with social interaction.

This paper is unique in its focus on the mechanisms of action of physical activity interventions for people with dementia.

While some libraries have done their best over the years to inform the public as to what they are doing and can do as regards helping readers, others seem to move along without making any special effort to publicise their facilities. In the old days modesty was a virtue, but now it is its own reward. Government departments, which used to shun the limelight, now employ public relations officers in large numbers, and professional bodies and big business houses constantly seek publicity. Times have changed, and the battle is to the strong; and it is unfortunately generally felt that the institution or service that does not speak for itself has little to speak about. It may frankly be said that if a service is in a position to enlarge its sphere of influence and esteem it should do so to the utmost of its endeavour. But it will be granted that if its publicity is not justified by performance, there will likely be an unhappy reaction.