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Waste disposal is big business. Some 20 million tonnes of household and commercial waste is disposed of each year in the United Kingdom. A similar quantity of industrial waste — some of it hazardous — requires treatment and disposal. Household, commercial and industrial wastes as defined in the Control of Pollution Act 1974 are known as controlled wastes. In addition there are vast quantities of mining and quarry wastes. Approximately 90 per cent of all these materials is landfilled in its crude state. Much of the remainder is landfilled after treatment. Clearly, then, the proper selection, preparation, operation and aftercare of landfill sites is of paramount importance. Landfill is popular because it is significantly less costly than other methods of disposal — indeed it is the only option for a wide range of wastes. It must not, however, be regarded or perceived as a cheap and nasty option. Many professional disciplines and skills are involved in the sequence from site selection through to aftercare. Among these are geology, hydrogeology, property purchase, civil, mechanical and gas engineering, chemistry and agriculture. If landfill is to retain and deserve its pre‐eminent position, every step must be taken to the highest professional standards.

The historian, Arthur M. Schlesinger (1999), once wrote that “a basic theme of American history has been the movement, uneven but steady, from exclusion to inclusion” – a movement “fueled by ideals” (p. 173). He might well have been talking about the United States’ public education system where it has become evident that segments of its pupil population have been overlooked or neglected. The good news is that there have been some efforts to ameliorate this problem. However, despite these efforts, there continues to be lingering problems for culturally and linguistically diverse students with gifts and talents. In this chapter, we address how to maximize the success potential of these students.

Interagency collaboration is an effective strategy for supporting students and families with resources and support to prepare students for life after high school. The Communicating Interagency Relationships and Collaborative Linkages for Exceptional Students (CIRCLES) is the only interagency collaboration model identified as a research-based practice, which means the CIRCLES model has the most and highest quality of evidence for its use among interagency collaboration models. Within this chapter, we overview the CIRCLES model and its history. School districts from multiple states have implemented CIRCLES, and, within this chapter, we overview stakeholder experiences with CIRCLES. When implementing any practice, evaluation and implementation fidelity are critical, so we provide suggestions for both. Finally, we discuss barriers and strategies to effective interagency collaboration, in addition to implications for policy and practice.

The purpose of this paper is to demonstrate the importance of using qualitative research methods, such as ethnography, in community analysis within the library and information science (LIS) community.

The authors review the LIS literature on community analysis up to May 2004, critique a representative case study and compare its results to what emerged from the research carried out in rural Romania summer of 2004. Students and faculty from Emporia State University and Ball State University in May 2004 gathered qualitative data on the rural information infrastructure and the information needs and of residents in the Romanian community of Lunca Ilvei. The research team used ethnographic methods to collect data and found this method to be effective in the analysis and understanding of the community's information behavior.

Community analysis in LIS has relied primarily on quantitative methods. While quantitative methods can give the researcher some information about a given community, these methods cannot always produce community sensitive and appropriate statements. Ethnography can produce this kind of data which can be used to assess and plan library services.

The argument rests on a single village study. However, the paper's review of the literature and its analysis of a key example of community analysis strengthen the argument.

As libraries strive to serve communities and remain relevant to their users research methodologies, like ethnography, that are effective in revealing information needs, wants, behaviors, and fulfillment need be accepted as legitimate and distributed throughout the library community.

Indigenous entrepreneurship and hybrid venture creation represents a significant opportunity for Indigenous peoples to build vibrant Indigenous-led economies that support sustainable economic development and well-being. It is a means by which they can assert their rights to design, develop and maintain Indigenous-centric political, economic and social systems and institutions. In order to develop an integrated and comprehensive understanding of the intersection between Indigenous entrepreneurship and hybrid ventures, this chapter adopts a case study approach to examining Indigenous entrepreneurship and the underlying global trends that have influenced the design, structure and mission of Indigenous hybrid ventures. The cases present how Indigenous entrepreneurial ventures are, first and foremost, hybrid ventures that are responsive to community needs, values, cultures and traditions. They demonstrate that Indigenous entrepreneurship and hybrid ventures are more successful when the rights of Indigenous peoples are addressed and when these initiatives are led by or engage Indigenous communities. The chapter concludes with a conceptual model that can be applied to generate insights into the complex interrelationships and interdependencies that influence the formation of Indigenous hybrid ventures and value creation strategies according to three dimensions: (i) the overarching dimension of indigeneity and Indigenous rights; (ii) indigenous community orientations and (iii) indigenous hybrid venture creation considerations.

This chapter focuses on the care of our “common home,” emphasizes the complexity of the crisis, and suggests the path to overcome it through renewed environmental, economic, anthropological, and social ecology. Starting from the premise of the Encyclical Letter Laudato Sì (Pope Francis, 2015), the chapter discusses the role of leadership models based on virtues and moral constructs to promote a new business culture. Which leadership models and which business models are necessary to guide companies toward the integral development?

After a review of the Encyclical Letter, the chapter traces the theoretical framework of leadership theories connected with the emergence of a sustainability-oriented business model. The empirical analysis explores three cases of exemplary Italian companies which show how entrepreneurs can promote cultural reorientation, can help others to unlearn the bad habits of “turbo-capitalism,” and place value on humanity, relationships, and the love of the place in which they do business.

This chapter contributes to the development of leadership approaches and models incorporating the orientation toward the common good. Accordingly, it highlights the “roots” of entrepreneurial and managerial behavior which appear to inspire a profound rethinking of business conduct. From the business examples analyzed, the chapter shows models that make integral development possible.

7. The cowsheds in Denmark are very similar in design to the more modern cowsheds in this country. They are, however, in general structurally superior to the average English cowshed and even to the Dutch cowsheds. In Denmark the flooring, standings, mangers, water supply, electric lighting, drainage from the cowsheds and devices for securing the cows are similar to what we observed in Nederland and equally satisfactory, but the Danish cowsheds were superior in respect of air space, windows and ventilation. In all the cowsheds which we visited the ceilings were high, the air space was ample, lighting by means of windows was good and adequate, cross ventilation was invariably provided. The gutters in Danish sheds are, however, much shallower than those in Dutch sheds, and are consequently not so effective, though movement of the cows is easier and safer.

Placing gifted and talented students together organizationally is not a substitute for appropriate services. The placement or program model fundamentally serves as a vehicle to group or organize students together but programming, in practice, sometimes referred to as a service delivery model, is not the same thing as service. Placement is a management strategy. It must be coupled with curriculum and instructional modifications in order for substantial and positive academic and social–emotional effects to occur for gifted and talented students. Specifically, the program placement model is only as good as the curriculum and instructional models provided within that placement. This chapter provides descriptions and research evidence of the macro program models used for serving gifted students and more commonly used program placement models for grouping gifted students together within the traditional school day and beyond. Non-negotiable components and future directions are also discussed within the context of placement.