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The paper reviews the operation and management of a long established estate office within a university. It identifies the drivers for change and the potential consequences of these changes on the staff. Further it examines the potential for conflict during the period of change. The paper suggests that by adopting a teamwork response uncertainty and stress can be minimised. The paper concludes by emphasising the need for interaction between team members as an organisation undergoes the change from property driven to one where customers drive the process.

WE all scan the advertisements for librarians in The Times Literary Supplement and other journals every week, and we might be forgiven for inferring from them that there is a dearth of those who, by a curious inversion, are asked for as “A.L.A's or F.L.A's.” In contradiction, it would appear that about 1,500 youngsters are trying to enter the profession by way of the Entrance Examination every year. Youngsters beginning life, especially girls, do usually prefer or are constrained by their parents, the cost of living, and the scarcity of lodgings, to start in their home towns and still to live at home.. Higher in the scale the whole position is tangled in various ways. Many of the entrants fall by the way; commercial pay exceeds municipal and other library pay; more find the work uncongenial, as library work certainly is except to those who are book‐lovers, have a strong social sense, and, in the best cases, a flair for publicity and business administration. Others marry and leave, although some stay on with the ring on the third finger of their left hand. Thus, when maturity is reached, only a relatively few, even amongst the mature, have become chartered librarians and, fewer still, Fellows—as is natural seeing that the fellowship is a much more severe test nowadays and only much love and industry can achieve it. This position is even worse in some other branches of the municipal service; our salaries do not draw the best of the young folk permanently and many a Treasurer's office, to take one branch only, is complaining of want of good recruits. Those of our good ones who do remain do so because of the work and not the pay. Authority has always known this, from the day when Gladstone opined that working in the British Museum was so delightful that it was incredible that the workers wanted any pay at all. Chief librarians today have been most unfairly neglected by the salary negotiating bodies who have dealt generously with several other kinds of chief officers in the local services.

REPERCUSSIONS of the Margate Conference will be felt for some time to come. There is still the suggestion that one or the other side won in the debate on central control, for example, but we would suggest that it was an occasion when a case was stated and combatted and that the result was the only wise one; that is to say, both parties agreed that the Council should consider the matter. It would be in the highest degree dangerous if at any open meeting of over 1,000 members of the Library Association any policy, then for the first time outlined, should be adopted as a settled rule of life. Such questions as central control have to be considered in all their bearings, and admirable as was the case Colonel Mitchell made for it, and forceful as was Mr. Berwick Sayers's rejoinder, they would not be regarded as final statements, even by themselves. There were some murmurings at the swift close of the debate, and there were more than murmurings that so important a matter should arise without due notice. These are not quite reasonable, and no one could have handled the meeting more quietly and impartially than the President (Mr. Savage) did. That no notice was given of the debate is hardly true although the words of the motion proposed by Colonel Mitchell were not known until the debate began; but the intention of the debate was to elicit opinions which might help the council in framing a policy; there was no intention to reach a decision or to publish the results of the meeting. A considered report, twelve months hence, on the deliberations of the L.A. Council on the matter should be far better than any account of the vapourings at Margate.

WE begin a new volume of THE LIBRARY WORLD with this number. For forty‐nine years we have striven to maintain the policy and programme of its founder and first Editor, James Duff Brown: to provide a journal for independent opinion to find utterance in; for young librarians to make their needs and aspirations known; for intelligent, and we hope generally constructive, criticism to be made; and for such personal chronicles to appear as would seem to create and perpetuate friendships. Much of permanent worth has adorned our pages and, of course, much that served the passing moment but always, even in the many controversial Letters on Our Affairs which for thirty‐three years have continued unbroken, the effort has been to serve and in no circumstances to allow personal anonymous attack. We shall continue in our established course but we hope, as conditions grow easier, to widen our activities in harmony with the necessary advances in library method and practice. We invite the new men, to whom the profession looks for the new heart which keeps its body going, to use our pages when they have anything to say.

IT is now just forty‐eight years since, on the first page of The Library World, James Duff Brown wrote: “for quite a number of years Librarians and Library Authorities have been urging the establishment of a magazine which will reflect accurately and systematically the various phases of modern library work and progress. A demand has also arisen for a magazine of a more independent nature than anything hitherto issued, or, at least, one which is not hampered in any way by official connexion with a Society or other public body.” As then, we open the first page of the Forty‐Ninth Volume we are glad to assert that through the two generations of our existence the policy, enunciated in our first Editorial has been sustained. It cannot be greatly improved upon for our future, although library policy may and will change rapidly if all present prognostications have any substance in them. We intend, so far as we can, to promote progress, to endeavour to allow expression to younger writers, to support all the good efforts of the Library Association and any other body which energizes libraries, but never to be subservient to them or fear to ask questions.

Libraries—international DIK LEHMKUHL, ‘Harvesting books for the world’, Library Journal. 15 May 1946 (vol. 71, no. 10), pp. 728–30. [A report on the work of the Inter‐allied Book Centre, London.]

Accounting for foreign currency hedges has become a fiercely complicated procedure. At a time when financial institutions are having to alter disclosure methods, the authors provide a practical guide to dealing with each type of hedging procedure.

This work aims to summarize literature on police recruitment and retention and how changing conditions may affect these. It uses a bucket metaphor to conceptualize and present visually how these can interact with each other and create a dynamic police staffing challenge.

The literature review includes more than 150 works on police recruitment and retention, organized into discussions on the demand for police, the supply of police, and how systemic and episodic changes affect each.

Existing research suggests police agencies face a threefold challenge in meeting the demand for officers: attrition is likely to increase, sources of new recruits might be decreasing, and police responsibilities are expanding. Attrition might increase because of baby‐boom generation retirements, military call‐ups, changing generational expectations of careers, budget crises, and organizational characteristics. Sources of new recruits might be decreasing because of a decrease in the qualified applicant pool, changing generational preferences in selecting careers, increased competition for persons who might qualify as police officers, expanded skill requirements for police officers, uncompetitive benefits, and many of the organizational characteristics causing attrition. Policing responsibilities are expanding because of new roles in community policing, homeland security, and emerging crimes.

This work summarizes, as no other has previously, the extant research on police recruitment and retention. Many holes remain in the literature, but identifying the extant literature can help identify these and possible means to fill them. Reviewing the extant literature can also help agencies identify the proper lessons to face their own recruitment and retention challenges.

The aim of this paper is to understand how, in tough economic times, British‐owned, English language newspapers such as The Pioneer received and filtered news, especially gender‐related and nationalist‐related events and thinking.

Using qualitative and quantitative methods to assess communications by and about pro‐nationalist women, coverage of female activities was categorised into two groups: first, educational, social and peaceful campaigns and second, direct action such as strikes, burning of British cloth and business/land rent boycotts.

Direct action provided “bad news” coverage, but it simultaneously gave a small window for publicity. Less threatening peaceful campaigns provided a bigger window – enhanced by the novelty value of female activism.

Historians need to look specifically at Indian newspapers during the struggle for independence for a counter‐hegemonic discourse that reached a wide public. When evidence of women's activism is paired with financial news, it becomes clear that women had a negative impact on British business. Furthermore, The Pioneer's own business dilemmas made the paper part of the economic and ideological maelstrom that it reported on.

This is the first time that the colonial press in India itself has been scrutinised in detail on the subject of the rising nationalist movement and women. Findings underline female influence on both economics and ideology – a neglected aspect of Indian gender scholarship and economic history.