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The training and education of peers represents an important milestone in the peer's journey to work within organisational settings. Historically, peer support occurred based on a mutual relationship whereby one peer often with more experience provided support and guidance to another. However, as peers began to move into organisations staffed by professionals, a standard of training and education became needed if peers were to be accepted. This chapter outlines these issues, as well as discussing the training standards, the academics and soft skills needed. Some of the challenges peers face during their education and their continued development will be discussed. This chapter will focus on the training of peers for mental health and substance use settings in addition to other emerging areas in social inclusion.

The purpose of this paper is to describe trends since 2000 in young people's use of illegal/illicit drugs in Britain, and to place these into a longer‐term context alongside recent theorising on youthful drug taking. The implications for health educators are to be examined.

A selective narrative review of published data and theory forms the approach.

A steady rise in the prevalence of youthful drug taking in Britain from the 1960s was followed by a sharper rise from 1990 to an all‐time peak in the middle of that decade. Rates have not quite returned to this peak since, and from 2000 onwards have declined steadily, though from a historically high level. By 2006/2007, roughly one in five younger adolescents, and one in four older adolescents and young adults, has taken an illegal/illicit drug in the past year. In spite of changes over the past two decades, youthful drug taking in Britain over this period is characterised by considerable continuity. Gender and socio‐economic differences in drug taking over this period have remained roughly stable, but changes may be under way in relation to differences by ethnic background.

In Britain, levels of youthful drug taking remain at historically relatively high levels, with recent decreases at least in part probably due to a cohort effect of the drug‐involved generation who were teenagers in the 1990s moving into their 30s. Drugs education is not the likely cause of the post‐2000 downward trend. Drug “journeys” and the pursuit of pleasure are important considerations for health educators who aim their messages at the majority of young people whose drug use is not seriously problematic, and who are proactive when they do experience problems.

This paper calls for health educators also to focus on the majority of youthful drug use that is relatively unproblematic for young people. These young people require information as they make adjustments in their behaviour, and their needs may sometimes be ignored in favour of those with problematic drug use.

In the last two decades Ontario’s universities have been experiencing major financial and administrative re-structuring resulting in decision-making challenges, specifically in relation to a decreasing focus on ethical leadership and good governance. Ethical decision-making in Ontario universities is multifaceted because of the variety and complexity of demands placed on the senior administrative units and the bicameral structure of many universities, which is composed of a Board of Governors and a Senate. The authors propose approaches to improve ethical leadership and governance that focus on servant leadership, reflection, and stewardship within the bicameral process to support greater trust amongst elected and appointed senior decision-makers in Ontario’s university sector.

The Fruit Control Act, 1924, is an important one as it provides for the establishment of a Fruit Control Board, and is described as an “Act to make Provision for Control of the Fruit Trade.” The following definitions are laid down :—Board is the Export Board of Control, or a Local Control Board established under this Act. Fruit: this term is applied to apples and pears only. Fruit Trees are apple trees and pear trees only. Producers are persons carrying on business as producers of fruit for sale and being the occupiers of orchards registered under the Orchard and Garden Diseases Act of 1908. The Export Control Board may give directions as to grading, packing, handling, storage, shipment, sale, insurance against loss, display at exhibitions, and generally all matters relating to handling, distributing and disposal of fruit. It may also appoint overseas agents to act under its directions. To enable the Export. Control Board to control effectively the export of fruit, the Governor‐General may, under the Customs Act, 1913, prohibit the export of any fruit save in accordance with a licence issued by the Minister of Agriculture in terms approved by the Board. Part I. of the Act applies to fruit grown for export, and s. 3, i, states that this part of the Act shall come into operation by Proclamation approved by the Executive Council. It is, however, provided by s. 3, ii, that the Proclamation shall not issue unless a proposal has been carried at a poll of producers by a majority of valid votes recorded, and (sec. 4) if seventy per cent. of the producers in a district wish their district to be excluded from the operations of the Act, then the Minister of Agriculture shall by notice in the “ Gazette ” exclude that district. In this way the important Otago provincial district was excluded by notice on 15th January, 1925. Since it seems that no provision was made in Part I. of the original Act in the event of persons changing their minds, Otago presumably would have excluded itself for ever from the operations of the Act. The Act was designed to aid fruit growers and to further the interests of the apple exporters, for under s.s. 8–14, the Export Control Board has power to assume absolute or limited control over fruit intended for export after service on the owner of the fruit or by notice in the newspapers. It guaranteed, in fact, the quality of the fruit. Otago fruit growers seemed to have thought better of the matter, and an Amending Act (No. 6, 1932) was passed whereby (s. 2) Otago fell into line with the rest of the Dominion. Part II. of the Act applies to fruit for home consumption. It is not at present operative in any part of the Dominion, as the necessary authority under the Act has not been given by poll of fruit growers. Provision in this case, however, has been made for fresh polls to be taken if ten per cent. of the producers petition that this should be done. It is not as far as we know anywhere implied, still less expressly stated, that the Act shall be made to apply to any fruits other than apples or pears. Still, it seems only reasonable to see in this Act a basis for further legislation of the same kind which may in the future be applied to other fruits. It seems to have operated most successfully as far as apples for export are concerned. During the debate in the Legislative Council on the Fruit Preserving Industry Act of 1913, the then member for Nelson, which is perhaps the most successful apple‐growing district in the Dominion, stated that two years before—that is about the year 1911—there was a shipment of apples to England. “Nothing has been done as far as I can gather in following up that experiment.” The Minister for Agriculture was able to assure him that the apple consignment to England had turned out very satisfactorily. The export trade in apples has perhaps turned out to be far more satisfactory that anyone twenty years ago, either in New Zealand or in this country, could have supposed. The experimental shipment of 1911 was followed by the four years of war with its immense disorganisation, so that the industry, as we know it, may be said to have originated with this Act. In a word, the Act ensures uniformity of the consignments of fresh apples and pears exported from the Dominion to this and other countries. The export of fruit from New Zealand has, as everyone knows, been in operation, with varying success, for a number of years. Otago, for example, had established, through the Otago Provincial Fruitgrowers' Council, its own system of shipping and marketing fruit grown in the Province and intended for export—this indeed appears to have been the chief reason for the refusal of Otago to vote itself into control under Part I. of the 1924 Act. Still, we agree with the member for Egmont when he stated in the course of the debate on the Bill that “ the export of fruit is virtually a new business.” It will be readily seen that the control and guarantee of fruit—apples and pears—for export, and the advice and assistance rendered to the fruit growers must in the long run react on the output of the growers of every kind of fruit in the Dominion, it appears to be only a question of time. The time will have come when New Zealand grows more fruit than it can consume. When the Dominion grows the surplus fruit the amount of imported fruit must very materially decrease. Fresh fruit will still be exported, but we venture to predict that canned fruit will form a not inconsiderable proportion of the fruit trade taken as a whole when that time comes. The jam‐making industry already absorbs a considerable quantity of fruit, and if jam can be made fruit can be canned. Thirty‐five years ago a Mr. W. J. Palmer stated “ Nature has in the most unmistakable manner destined New Zealand to be pre‐eminently a fruit‐growing country… . New Zealand can produce, without artificial aid, almost everything that California has to raise by the expensive agency of irrigation.” If New Zealand can do that, then it is in as good a position to supply us with some of our imported canned fruit, as are the Dominions of Canada, Australia and South Africa, and the United States. Indeed, climatically it is on the whole better equipped than are the other countries just mentioned. Still, things seemed to have moved slowly as regards fruit‐canning in New Zealand. In 1910 and in other years the Year Book observes “ a great deal more might be done in bottling fruits … if only for home consumption.” The total amount of apples, peaches, nectarines, apricots and plums gathered in the Dominion amounts to 2,363 thousand bushels in round figures, and the last four named fruits make but 12·5 per cent. of this total. There would therefore seem to be plenty of room for expansion in the growth of these fruits which presumably form no inconsiderable amount of the fruit which is being canned for home consumption at the present time. Otago heads the list for production in all four, and markedly so for nectarines and apricots. It may be remarked that out of a total of 18 thousand acres returned as under fruit, the average size of a holding is about 7½ acres, the number of holdings decreasing rapidly after the 20–30 acre limit has been passed. New Zealand is therefore technically what we should describe as a land of small holdings as far as the fruit industry is concerned. In 1931 canned and bottled fruit valued at over £60,000 was imported into New Zealand—this figure does not include the value of imported pineapples. The country of origin was mainly Australia, and the fruits for the most part consisted of apricots and peaches. In 1931, 20,399 cwt. of fruit of New Zealand origin and valued at £45,691 was canned, and 16,086 cwt. valued at £29,337 was pulped. The Dominion has evidently still a very long way to go before it becomes self‐supporting in the matter of canned fruits, even though it may be able to grow the fruit itself, while an export trade in canned fruits is presumably still a long way below the commercial horizon.

Describes the National Action Learning Programme (NALP) and summarises some of the key attributes of the NALP approach that has helped to effect operational improvement in well‐established organisations. The programme represented an inter‐organisational action learning response to the need for organisations as well as individuals to acquire a capacity for operational improvement in the face of exponential rates of change. The establishment of a learning network, self‐assessment, feedback, action planning and evaluation of plans, action learning and reflection cycles, evaluation and distillation of learning emerged as key elements of the approach. Reflects in some detail on the experience of firms participating in one of the learning networks.

The year opens with omens good, and foreboding, for librarians. Of the first kind is the re‐opening after two years of the Science Museum at South Kensington. The second was the astounding proposal of the Air Ministry to commandeer the British Museum for its administrative work. After three years of a war which has shown the devastating results of the neglect of things educational and spiritual the rulers of this country had apparently acqui sced in a proposal which, in the words of the President of the British Association, would “cause a shudder to run through all civilised countries. Were it carried out it would cover the British nation with lasting obliquy.” As we go to press, however, it is announced that the proposed outrage is not considered to be necessary and will therefore not take place. We rejoice over the repentance of the Government; but the fact that the proposal was made seriously, and for a time upheld, is so significant that it behoves all who value the treasures of the nation to be upon their guard. The war, also, is not over yet.

IN the death of Mr. JAMES DUFF BROWN, the library profession loses one of its most striking personalities and librarianship its most powerful influence for progress. Any attempt at present to estimate the extent of his influence upon the modern public library must necessarily be inadequate, because not only are some of the movements he started only beginning to gather force, but his retiring nature made him refrain from labelling many things as his own. With the possible reservation that he was unable to do himself justice on the platform, he was the ideal born public librarian. As an organiser and teacher of librarianship, as a keen and discerning student and critic of tendencies, methods and results, and as an expounder of professional knowledge through the medium of the written page, he was without an equal. Like all pioneers and men of strong opinions, he did not make only friends ; but he had world‐wide friendships, and he forced the attention and respect of all library workers. On another page of this issue an old friend and one‐time colleague of his gives a brief outline of his life and works, and we need not do the same again here. But as his successors in the editorship of THE LIBRARY WORLD, which he founded and edited until a year or two ago, we cannot refrain from adding our tribute to his memory. Representing the best type of efficiency and progress in librarianship, he was a real friend and teacher, and his death leaves a sad gap in our ranks.

Purpose – In this chapter, I present a systematic discussion of the relationship between social work (SW) and library and information science (LIS) and explore how SW can contribute to the education of LIS practitioners so that they become more than information facilitators and grow professionally to be true agents of change.

Design/Methodology/Approach – Using engagement with immigrant communities as a case in point and building on the empirical comparative study of public librarians in the Greater Toronto Area and New York City, I outline the current gaps and deficiencies of LIS curricula that can be rectified through blended education. I also integrate the potential contributions of SW into LIS through the case study of an immigrant member of a library community.

Findings – Building on the case study, I introduce a four-tiered model that can be applied to a wide array of courses in LIS programs and conclude with suggestions for taking steps toward blending SW perspectives into the LIS curriculum.

Originality/Value – I position the potential fusion of SW and LIS as “professional blendedness,” which serves as a catalyst for change, and also examine the concept of the blended professional as a change agent. I introduce the rationale for adopting theoretical, practical, and pedagogical approaches from SW in the field of LIS and focus on four specific contributions that can most benefit LIS:

• the person-in-environment approach;

• the strengths perspective and empowerment;

• the interrelated notions of cultural competence, diversity, and intersectionality; and

• the theory-mindedness approach (including theory and practice models).

the person-in-environment approach;

the strengths perspective and empowerment;

the interrelated notions of cultural competence, diversity, and intersectionality; and

the theory-mindedness approach (including theory and practice models).

SEPTEMBER this year will be unique in the history of the librarian in England in that for the first time in nearly sixty years the annual conference of the Library Association has already become a memory only. There are those who profess to believe that the conference should be restored to the autumn months. It may be suggested on the other hand that the attendance at Margate lent no assistance to that point of view; indeed, the Margate conference was one of the most pleasant, one of the most successful, of which we have record. Nevertheless, if it can be proved that any large body of librarians was unable to be present owing to the change of month, it appears to us that the matter should be considered sympathetically. Although no one holds any longer the view that one week's attendance at a conference will teach more than many months' study in hermit‐like seclusion—the words and sentiments are those of James Duff Brown—because to‐day there is much more intimate communication between librarians than there was when that sentiment was expressed, there is enormous value, and the adjective is not an exaggeration, in one large meeting of librarians in body in the year. It is an event to which every young librarian looks forward as the privilege to be his when he reaches a high enough position in the service; attendance is a privilege that no librarian anywhere would forego. And this, in spite of the fact that there is usually a grumble because the day is so full of meetings that there is very little chance of such recreation as a seaside, or indeed any other, place visited, usually provides for the delegates.