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Intro -- Contents -- Foreword | Frank Kanawha Lake -- Introduction | Robert T. Boyd -- Aboriginal Control of Huckleberry Yield in the Northwest | David French -- Indian Land Use and Environmental Change: Island County, Washington: A Case Study | Richard White -- Indian Fires in the Northern Rockies: Ethnohistory and Ecology | Stephen Barrett and Stephen F. Arno -- The Klikitat Trail of South-central Washington: A Reconstruction of Seasonally Used Resource Sites | Helen H. Norton, Robert T. Boyd, and Eugene Hunn -- Strategies of Indian Burning in the Willamette Valley | Robert T. Boyd -- An Ecological History of Old Prairie Areas in Southwestern Washington | Estella B. Leopold and Robert T. Boyd -- Yards, Corridors, and Mosaics: How to Burn a Boreal Forest | Henry T. Lewis and Theresa A. Ferguson -- "Time to Burn": Traditional Use of Fire to Enhance Resource Production by Aboriginal Peoples in British Columbia | Nancy J. Turner -- Landscape and Environment: Ecological Change in the Intermontane Northwest | William G. Robbins -- Aboriginal Burning for Vegetation Management in Northwest British Columbia | Leslie Main Johnson -- Burning for a "Fine and Beautiful Open Country": Native Uses of Fire in Southwestern Oregon | Jeff LaLande and Reg Pullen -- Proto-historical and Historical Spokan Prescribed Burning and Stewardship of Resource Areas | John Alan Ross -- Conclusion: Ecological Lessons from Northwest Native Americans | Robert T. Boyd -- Epilogue: Twenty-two Years Later: New Directions and a Literature Review of Research on Pacific Northwest Native American Use of Fire | Robert T. Boyd -- Contributors -- Index.

Intro -- Half Title -- Title Page -- Copyright Page -- Contents -- About the Authors -- 1 Introduction and Overview -- 2 Rationale for Moving Towards a Primary Care-Led NHS -- 3 User Involvement in Primary Care -- 4 Challenges to a Primary Care-Led NHS: A Medical Specialist's View -- 5 Skill Mix and Professional Roles in Primary Care -- 6 Mental Health Perspectives on a Primary Care-Led NHS -- 7 The Changing Interface Between Primary Care and Social Care -- 8 Evidence-Based Policy Development: The Role of the National Primary Care Research and Development Centre -- Index

Santa Clara University is the oldest institution of higher education in the state of California. Founded as a Catholic, Jesuit university in 1851, there are currently over 8,000 students enrolled in undergraduate, graduate and professional schools of business, law, engineering, pastoral ministries, and counseling psychology and education. The University Library, Information Technology and Media Services are grouped together in the umbrella administrative unit, Information Services, reporting to Vice Provost/CIO Ron Danielson. The nearly one hundred staff in Information Services are physically dispersed around campus in seven different locations including multiple services points. An older library was demolished in 2006 and a new $95 million dollar Learning Commons, Technology Center and Library will open in the Spring Quarter 2008. When the new building opens, all Information Services staff will be co-located, for the first time ever, under the same roof. This co-location presents many opportunities for the possible integration of services to students, faculty and staff members on campus. An Organizational Consulting Project was proposed and approved to better understand the collaborative opportunities afforded by this new building and collocation of staff. The major components of the consulting project are a literature review, a survey to Information Services staff, an external survey which was posted on the Information Commons listserv, recommendations and an annotated bibliography. The literature review highlights the best practices associated with successful mergers of Library, IT and Media Services staff to provide enhanced services to students and faculty. Frequently, these mergers result from the creation of an "Information Commons" or "Learning Commons" within an academic library setting. The services provided through an Information Commons include access to both reference and computer technology support services, high-end computer workstations loaded with productivity software, assistance with multimedia software, and the availability of a full range of scholarly research materials anytime and anywhere. Staff providing these services need thorough and ongoing training in the full range of activities they will be called upon to perform. Special care must be taken to understand the cultural differences that can divide library and IT staff which might include unique or, at least, distinct jargon, professional status, certifications, education and temperament. The Myers-Briggs Type Indicator is mentioned frequently in the literature as a means to help understand and work better with others. The leadership of a merged organization is critical and a chief information officer must possess solid political and managerial skills to help bridge differences. Mergers usually don't save money. As one chief information officer observed, "How can you save money by combining the old 'bottomless pit' [the library] with the new 'black hole' [the computer center]?" The literature review also provides an examination of the success factors with distinguish established and thriving collaborations as well as the range of staffing models that are often employed.

An extensive literature on newly developing societies shows that the urban economy's entrepreneurial sector can absorb a sizable share of persons who are unemployed and searching for work. Surprisingly, however, little research on the United States has examined entrepreneurship's labor absorption capacity. The present study fills this gap by analyzing Blacks and Whites in northern U.S. cities during the Great Depression, a time of widespread joblessness, particularly among Blacks. The results suggest that, if not for Blacks' uniquely severe resource deprivation, Black entrepreneurship could have absorbed a large number of jobless Blacks. Labor absorption estimates, calculated with 1940 Census data, indicate that one-third of the Black-White unemployment difference is attributable to racial inequality of entrepreneurial outcomes. This historical evidence advances social-scientific understanding of racial inequality during the Great Depression and informs a longstanding debate about the merits of promoting Black business ownership as a strategy for improving Blacks' labor market prospects.

AbstractObjectiveThis study examines the improvement of U.S. natives' social distance attitudes toward Southern, Central, and Eastern (SCE) European ancestry groups in the post‐World‐War II United States, applying the idea that prejudice against these groups was due to racial/ethnic prejudice and social class prejudice.MethodsAnalyzing data from the Bogardus surveys and other published sources, the study tests the proposition that U.S. natives' social distance attitudes toward SCE European ancestry groups improved because social class prejudice against these groups diminished as the groups' educational attainment levels increased from the second‐ to third‐generations.ResultsContrary to modernization and classical assimilation theories, the favorable trend in U.S. natives' social distance attitudes toward SCE European ancestry groups was unaffected by the groups' intergenerational educational mobility.ConclusionThe decline in prejudice against SCE European ancestry groups in the postwar United States resulted from a decrease in racial/ethnic prejudice against these groups, independently of social class prejudice.