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The Effective Learning Programme (ELP) and the intranet to support it have been in development since 1993. Key to these developments have been the Department of Learning Support (LS) and the Learning Development Unit (LDU). LS consists of library, media, languages and academic computing, and the LDU is a central unit that works with schools and departments to develop initiatives in teaching and learning. LS's role in ELP included the development of IT skills materials; online diagnostic testing and profiling tools; and the intranet that supports ELP. This paper outlines the development phases of ELP and highlights the key role of LS.

This paper seeks to summarize humanity's growing appraisal of cumulative transgressions against nature and how these may be proving reversible.

The paper describes some of the current literature on environmental failure and the reasons therefor, and what, in global terms, activists are doing to rectify systemic breakdown.

The wrecking of nature is not new, but it is only recently that the conservationists, scientists, engineers and political activists of civil society have undertaken repairs and begun to meet the challenges of maintenance.

The application of rational, well‐intended corrective strategies (motivated beyond moralizing) are shown to undo some of the past's grossest misdemeanors.

A survey carried out during 1998 investigated the use of the World Wide Web for user education in 68 UK university libraries. Almost three‐quarters of the libraries surveyed make use of the Web for this purpose. The Web is used as a supplement to existing user education, in order to support independent, student centred learning and to reach parttime and distance learners. Just ten percent of user education is delivered solely via the Web, but libraries indicated that use will grow in the future. It was found that greater use is made of the Web for information skills training than for library induction. The authors suggest a number of reasons why more use is not being made of the Web for user education and propose future developments in this area. Web‐based instruction is unlikely to completely replace traditional methods, but it can be used to supplement and extend existing provision.

Directors help determine the strategic direction of a corporation and are responsible for ensuring the institution has a good system of internal control. Banking institutions without a strategic direction emphasizing sound lending practices that promote the long-run financial health and viability of the institution will be sued more frequently than peer institutions. Institutions that do not have a good system of internal control will also be sued more frequently. Hence, legal expense is a bank corporate governance measure. We compare the performance of bank legal expense and a widely cited corporate governance index in a regression framework to determine which better predicts bank performance. The regressions indicate legal expense is a much better predictor, hence a better measure of bank corporate governance. Regulators should require legal expense reporting and rank institutions by the ratio of legal expense to assets to help identify institutions with weak governance. Seven case studies illustrate the role of legal expense in corporate governance.

This chapter develops a model and provides an exemplary case study of social intrapreneurship within a for-profit organization. The model has two components. The first looks at the antecedent conditions enabling social intrapreneurship, identifying three deinstitutionalizing mechanisms that ready a traditional for-profit organization to embrace a social enterprise: (1) changes in extra-organizational environment that disconnect sanctions and rewards; (2) disassociating existing institutional norms and practices from their mooring in a moral foundation; and (3) undermining core assumptions and beliefs. The second component of the model suggests that the social intrapreneurship process unfolds in four phases associated: (1) socialization (conception of social enterprise idea), (2) externalization (development), (3) integration (implementation), and (4) the internalization (institutionalization). We use the model as a lens to examine the history and development of the First Community Bank in Boston and end with a discussion of the implications of our research for theory and practice.

Following publication of a new vision for the English National Health Service (NHS) in 2014, known as the NHS Five-Year Forward View, a Vanguard programme was introduced by NHS England charged with the task of designing and delivering a range of new care models (NCMs) aimed at tackling deep-seated problems of a type facing all health systems to a greater or lesser degree. Drawing upon recent theoretical developments on the multilevel nature of context, we explore factors shaping the implementation of five NCM initiatives in the North East of England.

Data collection was based on semi-structured interviews (66 in total) between December 2016 and May 2017 with key informants at each site and a detailed review of Trusts' internal documents and policies related to the implementation of each NCM. Our analysis explores factors shaping the implementation of five NCM pilot sites as they touched on the multiple levels of context ranging from the macro policy level to the micro-level setting of workforce redesign.

It is far too early to conclude with any confidence that a successful outcome for the NCM programme will be forthcoming although the NHS Long-Term Plan seeks to build on the earlier vision set out in the Five-Year Forward View. Early indications show some signs of promise, especially where there is evidence of the ground having been prepared and changes already being put in place prior to the official launch of NCM initiatives. At the same time our findings demonstrate that all five pilot sites experienced, and were subject to, unrealistic pressure placed upon them to deliver outcomes.

Our findings demonstrate the need for a deeper understanding of the multilevel nature of context by exploring factors shaping the implementation of five NCMs in the North East of England. Exploring the wider national policy context is desirable as well as understanding the perceptions of front-line staff and service users in order to establish the degree of alignment or, conversely, to identify where policy and practice are at risk of pushing and pulling against each other.

To identify and assess the current state of professionalism and operations in the field of bail recovery, or bounty hunting.

A multi‐method approach, which integrated information from interviews with bond agents with information taken from a survey of workers in the bond field.

Survey respondents averaged 51 years of age, and were mostly Caucasian males. Most were religious and conservative, and over 25 percent reported having obtained a four‐year college degree. Roughly one‐third of all survey respondents reported experience in law enforcement; nearly half indicated having specialized skills in weaponry. Money was the most cited reason for becoming a bail enforcement agent, and most respondents believed that bail enforcement agents are an under‐appreciated component of the criminal justice system.

These findings were taken from a small number of survey respondents. Consequently, these data are not assumed to be representative of the population surveyed. Additionally, the interviews with key individuals in the field are also not assumed to be representative.

This research has shown that bond agents are not yet professionalized, but a substantial number of them desire greater professionalism in their field, and believe that more professional behavior is necessary to receive greater respect from their fellow criminal justice practitioners.

Very little is known about the operations and attitudes of bond agents. This research has added some critical information to this knowledge base, and has helped to raise other questions which may stimulate further research in this under‐examined field.

An asset management company must replace the manager of its two signature mutual funds, who is about to retire. Two candidates have been short-listed. The management team is divided and cannot decide which of the two candidates would make the better mutual fund manager. The retiring manager presents a linear regression model to examine success factors of mutual fund managers. This linear regression is the starting point for the subsequent analysis.

Application of linear regression analysis to analyze the performance of mutual fund managers.