Includes bibliographical references (p. 129) and index.
Contents
Fundraising/development plan / by Mary Bailey Pierce -- Library friends / by Joan M. Hood -- Donor and donor relations / by Charlene Clark -- Grants / by Helen W. Samuels, Samuel A. Streit -- The corporate connection / by Susan P. Jordan -- The library campaign / by Linda J. Safran -- Planned giving / by Alison Wheeler Lahnston -- Public relations / by William R. Mott -- Development personnel / by Eileen M. Mulhare.
Includes bibliographical references (p. [341]-376) and index.
Contents
A new year and a fresh start -- Politics and the social milieu -- James Buchanan : President-elect -- The President, the Chief Justice, and a slave named Scott -- The heart of the matter : slavery and sectionalism -- Popular sovereignty, Kansas style -- Dog days -- Flush times and an autumn panic -- Northern politics : the parties in equipoise -- Politics as farce : the Lecompton Constitution -- Politics as tragedy : Buchanan's decision -- 1858 : the fruits of Lecompton.
Summary
It was a year packed with unsettling events. The Panic of 1857 closed every bank in New York City, ruined thousands of businesses, and caused widespread unemployment among industrial workers. The Mormons in Utah Territory threatened rebellion when federal troops approached with a non-Morman governor to replace Brigham Young. The Supreme Court outraged northernRepublicans and abolitionists with the Dred Scott decision ("a breathtaking example of judicial activism"). etc.
"Taken from the published "Pa. Archives, Third Series," this list includes taxpayer/land owner, page number of the volume in the published "Archives," township where the person was recorded, acres, number of horses, head of cattle, number of sheep, servants/slaves, and tax. Over 5,700 names." [from the publisher]
Cover title: The Lancaster Locomotive Works, 1853-1870.
Includes bibliographical references as well as numerous photographs of locomotives.
Summary
"By [1875]...the third and final attempt to build locomotives in the city of Lancaster had failed. The effort should have succeeded. The works employed a distinguished master mechanic as superintendent whose locomotives were identified by his own name. The second set of owners brought the experience and connections of the nation's most prominent family of locomotive builders. The final attempt was fostered by the quintessence of American business, the promoter. All of them failed. Plagued by under capilatlization, over capacity, the periodic depressions in the economy and just plain bad timing, the Lancaster Locomotive Works was typical of much of American business in the early years of industrial expansion -closed- its buildings put to another use, almost forgotten."
