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Three of the seven regional systems in Kansas report on the history and use of the open-source Koha integrated library system (ILS) in their regions.

Each of the systems wrote up their experiences and then they collaborated on sections that discussed how they work together to achieve success with this product.

Each of the systems will continue to use the Koha software, and there are a few stand-alone instances of Koha already in place in Kansas. Development and advocacy of the product will be continued by all three of the systems.

This is a rare instance of three separate consortia coming together to work on improving everyone’s experience with an open-source ILS. The authors feel that the experiences they have had with this software are of value to anyone considering making use of it.

The East India Company was a hybrid corporation. This hybridity refers to the merchant-state function of the Company, designed as a joint-stock corporate established to trade and make profit, whilst simultaneously exercising public state governance over India. As the Company strived for profits, this was inherently detrimental to ruling a state of people. Its increasing public role alienated both Indians and the British government as it faced increasing criticism. Eventually British state intervention increased until the Company operated as an agent for British imperialism, and its corporate status continued to decline until the Company was replaced by British rule. Ultimately, the legacy of the East India Company represents the incompatibility of private actors taking on state responsibility.

This case study is developed using secondary sources, including newspapers, periodicals and academic references.

This case study examines the challenges of a market leader in a changing industry and how that leader might respond. Growth was becoming exceedingly difficult for Netflix due to various external forces. For a company that relied on radical innovation to reinvent the video market industry and gain market dominance, Netflix appeared to be focusing on protecting its market position through strategies designed to reinforce its existing strengths and assets. Could Netflix maintain its leadership position and reignite growth by pursuing a reinforcement strategy, or was it time for another reinvention?

This case was written for strategic management classes at the graduate and undergraduate levels. The case was classroom tested with undergraduate business students in a strategic management course and masters-level organizational leadership students in a strategic innovation and change management course.

This paper seeks to offer a commentary on Psychologically Informed Services: A Good Practice Guide, a recently published operational guidance document on developing psychologically informed environments (PIEs) in services for homeless people.

The paper is an invited opinion piece and comment based on the specialist experience and viewpoint of the author in working with advocacy services in the UK and in the USA.

The new operational guidance is welcomed, with some provisos. Specifically, any emphasis on training for staff should certainly include an equal weighting on training for service users themselves in order to support positive self‐direction and development.

Services that wish to develop as PIEs will need to ensure that service users are fully engaged and enabled through the process to identify their own needs.

Considering the substantial upcoming transfer of leadership to younger generations, it is critical to study the unique trait, skill, and behavioral associations of youth leaders. The purpose of this two-phase study was to quantitatively examine the relationship between positive psychological capacities (PsyCap), personality, and empathy with leadership skills in youth. Regression results from both phases revealed cognitive empathy and academic PsyCap as significant predictors of youth leadership life skills. These results follow earlier research that identified trait-based emotional intelligence as a significant predictor of leadership skills in youth. The combined results offer important considerations as leadership scholars and practitioners attempt to accurately predict and plan for the leadership transfer landscape over the next two decades. These combined results also serve as helpful considerations for youth leadership practitioners as program outcomes, learning objectives, and activities targeting the development of cognitive empathy and PsyCap will perhaps allow for more productive youth leadership development efforts and better documentation of their impact.

Integrated care presents health workforce planners with significant uncertainty. This results from: (1) these workforces are likely in the future to be different from the present, (2) integrated care's variable definitions and (3) workforce policy and planning is not familiar with addressing such challenges. One means to deal with uncertainty is scenario analysis. In this study we reveal some integration-supportive workforce governance and planning policies that were derived from the application of scenario analysis.

Through a mixed methods design that applies content analysis, scenario construction and the policy Delphi method, we analysed a set of New Zealand's older persons health sector workforce scenarios. Developed from data gathered from workforce documents and studies, the scenarios were evaluated by a suitably qualified panel, and derived policy statements were assessed for desirability and feasibility.

One scenario was found to be most favourable, based on its broad focus, inclusion of prevention and references to patient dignity, although funding changes were indicated as necessary for its realisation. The integration-supportive policies are based on promoting network-based care models, patient-centric funding that promotes collaboration and the enhancement of interprofessional education and educator involvement.

Scenario analysis for policy production is rare in health workforce planning. We show how it is possible to identify policies to address an integrated care workforce's development using this method. The article provides value for planners and decision-makers by identifying the pros and cons of future situations and offers guidance on how to reduce uncertainty through policy rehearsal and reflection.

The Conference season will shortly be upon us. No sooner have librarians returned from their holidays than they will be packing their bags again, either for Edinburgh, London, Hastings or Denmark. If they are Scotland‐bound, it will be the I.F.L.A. Conference that will be attracting them. Those coming to London will be concerned with the F.I.D. Conference to be held from 6 to 16 of September. This is rapidly followed by the Library Association's own conference at Hastings in the third week of September, and then some librarians will be on their way to Denmark for the Anglo‐Scandinavian meetings. Truly a gaggle of conferences all of a piece, but this happens to be an exceptional year. Not always do we have the pleasure of welcoming the I.F.L.A. and F.I.D. Conferences to this country, but we are delighted to have them and wish all delegates a happy and successful time. As for the Anglo‐Scandinavian Conference, that only takes place every four or five years, and this year it is the turn of Denmark to be the host country. We can be sure that our Danish colleagues will be excellent hosts, both during the meetings and for the library study tour that follows them.

The student revolt of 1967 to 1974, which finally expired about 1978, retains its fascination and much of its significance in the twenty‐first century. But the seven or so years which preceded it are often passed over as simply a precursor, the incubation of a subsequent explosion; they deserve a higher status. The concentration of interest on the late 1960s and early 1970s arises from the driving role of students in the cultural revolution whose traumatic impact still echoes with us. As late as 2005 some commentators saw federal legislation introducing Voluntary Student Unionism as the culmination of struggles in the 1970s when Deputy Prime Minister Costello and Health Minister Abbott battled their radical enemies. Interest in these turbulent years at a popular, non‐academic level has produced a succession of nostalgic reminiscences. In the Sydney Morning Herald’s ‘Good Weekend’ for 13 December 2003 Mark Dapin pondered whether the Melbourne Maoists had changed their world views (‘Living by the Little Red book’.) In the Sydney University Gazette of October 1995 Andrew West asserted that the campus radicals of the 1960s and ‘70s had remained true to their basic beliefs (‘Not finished fighting’.) Some years later, in April 2003, the editor of that journal invited me to discuss ‘Where have all the rebels gone?’ My answer treated this as a twofold question: What has happened to the former rebels? Why have the students of today abandoned radicalism?