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This paper aims to discuss the roles of social protection in reducing and facilitating climate-induced migration. Social protection gained attention in the international climate negotiations with the establishment of the Warsaw International Mechanism for Loss and Damage. Yet, its potential to address migration, considered as a key issue in the loss and damage debate, has not been sufficiently explored. This paper aims at identifying key characteristics of social protection schemes which could effectively address climate-induced migration and attempts to derive recommendations for policy design.

Based on the existing literature, the paper links empirical evidence on the effects of social protection to climate-related drivers of migration and the needs of vulnerable populations. This approach allows conceptually identifying characteristics of effective social protection policies.

Findings indicate that social protection can be part of a proactive approach to managing climate-induced migration both in rural and urban areas. In particular, public work programmes offer solutions to different migration outcomes, from no to permanent migration. Benefits are achieved when programmes explicitly integrate climate change impacts into their design. Social protection can provide temporary support to facilitate migration, in situ adaptation or integration and adaptation in destination areas. It is no substitution for but can help trigger sustainable adaptation solutions.

The paper helps close research gaps regarding the potential roles and channels of social protection for addressing and facilitating climate-induced migration and providing public support in destination, mostly in urban areas.

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (just‐in‐time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (just‐in‐time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we’ll “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Justin‐ Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.

The purpose of this study is to empirically analyze if a bilateral trade between two countries leads to a foreign direct investment (FDI) using a time series data spanning over the period 2000–2017.

The Engle-Granger method of co-integration analysis is applied to the data to estimate if China’s export to Ethiopia led to an inflow of FDI from China to Ethiopia over the long run.

The results indicated that bilateral trade (import from China) is a major determinant of Chinese FDI inflow to Ethiopia over the study period.

A number of studies have been conducted on the determinants of FDI in Ethiopia using time series data at different points of time. However, none of them tried to analyze what attracts FDI from an individual country. Accordingly, this study has concentrated on FDI from China and its relation with bilateral trade between China and Ethiopia as China is the number one FDI source and trade partner of Ethiopia.

The authors discuss the challenges and successes in implementing a peer reference service model in a community college library.

The authors present a case study about the development of a peer reference service at a community college library. The article includes a chronological overview of the program, a brief literature review, the authors’ own observations, interviews with student employees, comments from librarians working with the students and reference service data. They reviewed local reference service data, conducted a limited review of the literature, interviewed librarians at a university with a peer reference assistance program and incorporated their own observations to create the Pellissippi Ambassadors for Library Success program.

Findings suggest that peer reference services benefit student employees, student researchers and librarians.

The article does not include a comprehensive literature review.

The study discusses peer reference services in a community college library setting and can be of use to librarians implementing peer reference services.