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Establishes a vision and a national (USA) strategy for civic networking. Encompasses citizen groups, voluntary organizations and local government, using an information infrastructure for public benefit. Outlines four “Grand Challenges”, a set of policy goals and a detailed agenda for action.

This chapter presents findings from a study into reading interests and habits of prisoners in six Croatian penitentiaries, and their perception and use of prison libraries. The study was conducted with the help of self-administered print survey. A total of 30% of prison population (male and female) in selected prisons was included in the study and a total of 504 valid questionnaires were returned (response rate of 81.3%). Findings indicate that reading is the respondents’ most popular leisure activity and that they read more now than before coming to prison. Respondents read more fiction than non-fiction. Most frequently they read crime novels, thrillers, and historical novels. To a lesser degree, they read religious literature, biographies, spiritual novels, social problem novels, self-help, war novels, science fiction, erotic novels, romances, spy novels and horrors. Respondents would like to read daily newspapers and magazines, and books about sport, health, travel, computers, hobbies, cookbooks, etc. Respondents have wide reading interests (both in relation to fiction and non-fiction) but they do not have access to them in their prison library. Respondents reported that reading makes their life in prison easier and their time in prison passes faster with books. Only about a quarter of respondents are satisfied with their prison library collection. Almost a fifth of respondents does not visit the library at all because it does not have anything they would like to find there: newspapers, modern literature, non-fiction, reading material for visually impaired and computers.

This paper aims to spark dialogue regarding what it takes to lead well as a university leader post-pandemic. While much has been written about the future challenges facing universities, not a lot has been written about the kind of moral courage that is required to lead them. There never has been a more important time for strong leadership from university presidents; leadership that supports human flourishing and learning in all its forms.

Discussion focuses on the role of presidents in leading the post-pandemic university. The author speaks from experience on the need to restore well-being, community, and capacity for a more hopeful and resilient future.

This study makes a case for a post-pandemic university needing to be marked by courage and humanity. Students are looking for universities to align with what they care about and what is relevant to their experience and future. Responsibility falls to leaders within the academy to restore well-being, community and capacity across the university.

Leading a university as president, at the best of times, is a complex and rewarding role. Leading during a global pandemic could hardly get more challenging. It is hoped that this paper will generate additional discussion as to what it means to lead well in the academy.

The author’s experience having led a university through one of the most challenging times in our history may provide a perspective for colleagues and future leaders of the university sector.

This paper reports on a pilot project to develop a 32-acre site made available by the City of Kampala for housing with the express purpose of promoting urban agriculture. Started in 2004 under the leadership of a city agronomist, with the aid of research teams from McGill University, Montreal, Makerere University, Kampala, and financial support from IDRC, the project is still ongoing. The process is one of participatory planning with the future residents, a group of mixed ethnicity and religions from all parts of the city, and includes training in house construction and agricultural techniques. Project implementation has been slower than anticipated due to unforeseen hazards such as mislaid title deeds, unavailability of government resources, communication shut-downs, the time required to transact business, acquire permissions, permits and the like, and most recently by the threat of a major power line from the Bujagali Falls to serve Kampala being thrust through the site. We nevertheless remain optimistic of ultimate success.

Over the past fifteen years, many organisations have restructured and, in the process, reduced their workforces dramatically. Some of this re‐engineering has been due to such influences as global competition, economic uncertainty, technological change, government deregulation as well as a growing demand for better and faster goods and services. The overall effect of such “downsizing” has not always resulted in desirable outcomes. What lessons have been learned? Are managers using these lessons to reshape organisational strategies, especially those dealing with human resource management?

A recent bestseller by Stephen King, Thinner, is a thriller about a gypsy curse. Billy Halleck, a successful lawyer who is fifty pounds overweight, accidentally sideswipes an old gypsy woman whose father puts a terrible curse on him: he will grow thinner and thinner until he dies. When the book ends, it is 6 weeks later and Billy is ninety‐three pounds lighter with “the powers of evil melting his flesh away.”

The social categories “Hutu” and “Tutsi” have long been central to Rwandan politics, though never more so than during the 1994 genocide, when they formed the ultimate divide: kill (Hutu) or be killed (Tutsi). Since then, the Rwandan government has sought to eliminate these categories and replace them with a new, national identity category of “Rwandan.” This chapter draws on theories of state symbolic power and legibility to analyze how top-down projects of remaking Rwandans are being received from below. Specifically, we examine ordinary Rwandans' responses to gacaca, a community justice practice central to the state's National Unity and Reconciliation Program, and find Rwandans resent efforts to “unmake race” in favor of “nation” because the state's account of genocide in gacaca does not allow them to sincerely express their experiences; it activates traumatic pasts for what they feel is superficial national reconciliation; and it detracts from their material needs. These findings highlight the importance of distinguishing between compliance and conviction in research on state efforts to transform civilian subjectivities. They also suggest directions for further research. Namely, future research on state symbolic power should attend to how individual experiences with violence mediate top-down efforts at remaking civilian subjectivities, to how different forms of governance shape civilian resistance to state categorization and classification projects, and to what kinds of interests are likely to motivate people to alter their self-perceptions. We conclude by arguing for more work on state race and nation-making from the perspectives of its targets.

Following enactment of the federal Endangered Species Act in 1973, a variety of organizations proceeded to establish lists of endangered, threatened, or rare species of wildlife that they believed fell within their purview. State lists, as opposed to regional or national lists, are of particular importance because they form a rigorous record of the status of species in small, well‐defined geographic areas. State lists also indicate the development status of legal management efforts in the various states and are, therefore, predictors of how rigorously species variety will be maintained. Online searches of environment, legal, and government indexes (Enviroline, NTIS, Agricola, and others) demonstrated that there is no organized way to identify official state lists and that, in fact, few official lists are cited within the voluminous environment literature.

While the US economy seems to be in an upswing, there is still plenty of downside for some companies. But a downturn need not be seen as a giant sucking sound, eliminating all of a company’s pricing power. Through astute use of strategies such as the ones discussed in this article, many companies can continue to raise prices. The authors discuss such pricing strategies as working around budgets, using tools other than list price to cut price, bundling and tiering goods and services, and locking in your best customers.