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Data are presented on staff dishonesty in the electrical retail sector deriving from a 1991 survey of 55 Dixons stores in the Dixons Stores Group. Two hundred and seventy seven staff were interviewed about their colleagues' involvement in crime. The survey addressed seven interrelated questions: how many staff steal?, which staff steal?, what do staff steal?, why do staff steal?, where do staff steal from?, do staff get caught? and what stops staff theft? The data add an empirical dimension to an important, but neglected and inaccessible area.

CCMP, the predecessor of this journal, published a case study entitled ‘Developing the health service: chaos or cohesion?’ in volume 5, June 1997. The paper challenged certain aspects of what was then government policy for developing the health service. This article looks back at that case study in the light of subsequent events. It concludes that, while most of its ideas can be seen in Labour's subsequent White Paper The New NHS: Modern, Dependable, there were significant areas where its ideas failed to gain acceptance.

The application of cathodic protection to the prevention of corrosion in steel structures immersed in sea water is a well established method. Monitoring such systems helps to ensure that the desired level of protection has been achieved and maintained for the prevailing conditions. This level is determined by the steel/ electrolyte (the sea water) potential. However, as it is impractical to measure this value directly a standard reference electrode, immersed in the electrolyte, is used and a value measured between this electrode and the structure. The measured value depends on the type of electrode employed.

This Case Study outlines some aspects of how healthcare may be developed in a manner that embraces improved sensitivity to the needs of individuals and local communities; improved efficiency, quality and effectiveness of services; improved equity that strives for the fair dispersal of limited resources according to need and improved cohesion between different health and social services. It encompasses models of commissioning at district, locality and practice levels, and challenges several assertions made by politicians from both the Conservative and Labour parties. It offers a logical means of developing a primary care‐led NHS that is consistent with a quest for equity, and that truly supports the separation of purchasing from commissioning.

In resolution A/RES/74/4, the U.N. Nations General Assembly adopted the Decade of Action to accelerate the achievement of the SDGs by 2030. The Decade of Action calls to improve actual efforts to accomplish the 2030 agenda for governments, civil society, the private sector, and other stakeholders. This call is the last opportunity we have to reach SDG9. Still, unfortunately, the COVID-19 pandemic has severely affected all industrial sectors, which is unlikely to achieve inclusive and sustainable industrialisation by 2030. This chapter illustrates the adverse effects that the construction, manufacturing, and hospitality industries have suffered since the beginning of the COVID-19 pandemic and how they gradually have returned to the new normal. It also shows the case of the industry that could be considered the ‘champion in the covid era’, the high-tech industry. Predominantly in covid times, high-tech firms have been a synonym for technological innovation, which is an absolute necessity to encourage competitiveness in all industrial sectors, mainly in essential activities. Finally, the chapter is closed with an invitation to reflect on the fundamental principle of SDG9, which is sustainable industrialisation, but above all, inclusivity. SDG9 cannot be considered achieved until its benefits are transferred to the countries in the global south.

The purpose of this paper is to outline a conceptual plan for innovative, integrated care designed for people living with long-term conditions (LTCs).

The conceptual plan delivers a partnership between the health system, the person with LTCs (chronic), their family, and the community. The partnership aims to support people at home with access to effective treatment, consistent with the New Zealand Government Health Strategy. This concept of people-owned care is provided by nurses with advanced practice skills, who coordinate care across services, locations and multiple LTCs.

With the global increase in numbers of people with multiple chronic conditions, health services are challenged to deliver good outcomes and experience. This model aims to demonstrate the effective use of healthcare resources by supporting people living with a chronic condition, to increase their self-efficacy and resilience in accordance with personal, cultural and social circumstance. The aim is to have a model of care that is replicable and transferable across a range of health services.

People living with chronic conditions can be empowered to manage their health and well-being, whilst having access to nurse-led care appropriate to individual needs.

Although there are examples of case management and nurse-led coordination, this model is novel in that it combines a liaison nursing role that works in partnership with patients, whilst ensuring that care across a number of primary and secondary care services is truly integrated and not simply interfaced.

The purpose of this paper is to compare the stories of Syd Barrett musician, with Andrew Voyce, and their respective recovery journeys.

The authors use collaborative autoethnography to share their own perspectives on Syd Barrett and to contrast his story with that of Andrew, a co-author.

Both Syd and Andrew experienced serious mental distress. While Syd had only limited contact with mental health services, Andrew’s contact was extensive, with a 20-year history of admissions and discharges. In the end, when the psychiatric services listened to Andrew’s concerns and acted on them, he was able to enter into the journey of recovery.

The authors are restricted in the amount of available information on Syd Barrett, especially that related to mental health problems. The story of Andrew shows how recovery is possible even after years of serious mental illness.

Andrew’s story shows why professionals should never give up on people, with even the most seemingly severe and intractable problems. Could services have done more for Syd?

Mental illness still attracts huge stigma. Today there is a much more open culture. Would Syd have come out about his own struggles with mental health had society been more open?

Bringing together two stories of mental distress enables the authors to explore the concept of recovery.

Leaders emerge from some very unlikely situations. They come in all ages, sizes, shapes, and from both genders. In this paper we discuss the relationship between the theoretic and practical applications evidenced by the Institute for Community Leadership’s (ICL) efforts to prepare people for civic leadership. We present background information about ICL including the Institute’s purposes and goals, an examination of its past achievements, current activities, and future projections, and we conclude with a discussion of “conditions for success in collaborative public ventures” (Hackman & Johnson, 2009, p. 293) as it relates to the Institute’s efforts to prepare people for community leadership.

The author explores questions of authenticity in the media industry by showing how right-wing media figures look to present their views as authentic by defining themselves as citizen journalists and positioning themselves in opposition to mainstream media. Looking at two case studies from the United States, Andrew Breitbart and Mike Cernovich, the author shows how the language of citizen journalism (amateurism, independence, immediacy) is co-opted by such figures to appeal to increasingly distrustful and antagonistic conservative media audiences.