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The authors’ interest in the discharge of patients with no fixed abode (NFA) arose through repeatedly seeing patients discharged back to the streets. In 2017, the Royal United Hospital (RUH) treated 155 separate individuals with NFA, making up 194 admissions. Given these numbers, the best practice according to Inclusion Health’s tiered approach to secondary care services suggests that the hospital should be providing a dedicated housing officer and a coordinated discharge pathway. As this is currently lacking, the purpose of this paper is to establish a Homeless Healthcare Team (HHT) and design a hospital protocol for the discharge of NFA patients with strong links into community support.

The literature review identified six elements that make up a successful HHT, which has provided the structure for the implementation of the authors’ model at the RUH.

Along the way, the authors have faced a number of challenges whilst attempting to transform the model into a reality, including: securing funding; allocating responsibility; balancing conflicting priorities; coordinating schedules; developing staff knowledge and challenging prejudice. The authors are now working collaboratively with invested parties from the third sector, specialist primary and secondary care health services and local government to overcome these barriers and work towards the long-term goals.

Scarce literature exists on the practicalities of attempting to set up an HHT in a District General Hospital. The authors hope that the documentation of the authors’ experience will encourage others to broaden their horizons and persist through the challenges that arise.

“Corporate planning” is the term which, perhaps more than any other, epitomises the adoption of business management techniques by the public sector. In Britain, with massive local government reorganisation in 1974, many librarians were forced to come to terms with such techniques whether they liked it or not. Of course, in its purest sense corporate planning applies to the combined operation of an entire organisation be it local authority, university, government department or industrial firm. However, in this paper I do not intend discussing “the grand design” whereby the library is merely a component part of a greater body. Rather, it is my intention to view the library as the corporate body. It is a perfectly possible and very useful exercise to apply the principles of corporate planning, and the management techniques involved, to the running of a library or group of libraries. Indeed, many librarians have already done this either independently or as their part in the corporate plan of their parent organisation.

The disclosure of financial information to trade unionists has received widespread attention in recent years and detailed lists providing specific guidance on the type of information to be disclosed have been published. The disclosure of information to individual employees, however, has received less attention and no clear understanding of the purpose and status of employee reports appears to have emerged.

Argues that a human resource development (HRD) strategy, in alliance with a global‐arching human resource management (HRM) strategy, is the most effective way to link training policy and practice to organizational goals. Both manufacturing and service organizations require a critical mass of positive factors related to the effective management of human resources to successfully accomplish organizational goals. This involves the analysis of a myriad internal and external environmental factors contingent to the organization, followed by a strategic approach to influencing key stakeholders, and the formulation of strategic HRD policies and plans in parallel with and sometimes influencing business strategy. This links to a broad range of systems covering all areas of the human resource cycle ‐ selection, appraisal, rewards and development ‐ related to individual/team and organizational performance. Concludes that the HRD function must become more strategic in focus.

A comprehensive literature review of performance management within the Dutch steel processing industry is presented. The purpose of this paper is to analyse the motives for companies to become excellent performers in their field of expertise. These internal and external motives (refined by quantitative analysis of bibliographic data) sought to reveal the common factors that impact company performance.

Inductive reasoning was adopted using an interpretivist philosophical stance to generate new theoretical insight. A mixed-methods analysis of pertinent extant literature afforded greater synthesis of the research problem domain and generated more valid and reliable findings. The software visualisation of similarities viewer was used to conduct a qualitative bibliographic analysis of extant literature to yield greater clarification on the phenomena under investigation.

Four thematic groups of past research endeavours emerged from the analysis and were assigned appropriate nomenclature, namely: industry internal motives; industry external motives; excellent performer and incremental working method. To further expand upon the continuous improvement process (CIP – embodied within performance management), the paper describes the virtuous cycle of improvement, which consists of the consecutive steps of “planning”, “doing”, “checking” and ultimately of “acting” accordingly to the previous steps. It can be concluded that a high-performing company acts according to its mission, plans in line with the vision do as defined in the strategy and checks by reflection.

This unique study provides invaluable insight into the performance management of Dutch steel processing companies. Although the research context was narrowly defined, the findings presented are equally applicable to clients, contractors and sub-contractors active in other sectors of the construction industry. The research concludes by prescribing factors of mitigation strategies to support chief executive officers to focus on the optimum distribution of their scarce resources.

High performing firms have been associated with “quality” mission statements defined by the choice of components. In an attempt to extend our knowledge in order to give more legitimacy to these claims and also provide more local and relevant reference for Ghana‐based firms, the purpose of this paper is to investigate, through a component analysis, how high‐performing Ghana‐based firms define their mission.

Mission statements of 50 of the Ghana Club 100 firms, primarily extracted from the official web sites, Initial Public Offer prospectuses and annual reports of the firms, were subjected to content analysis which evaluated and scored the mission statements based on the occurrence of 20 specific components.

The paper found that high‐performing Ghana‐based firms define missions to include components that the literature uses to measure quality; and these are similar to those of the UK, Canada and Ireland. Based on the ranking of the components, three categories were identified: the imperatives, the highlights, and the adjuncts.

The paper lumped together all firms irrespective of industry or sector. There is, therefore, the need to conduct further research to identify possible industry or sectoral differences, for better insight and relevance.

Ideas generated in this paper provide a guide to practitioners and firms regarding how they can develop mission statements, drawing on experiences of high‐performing Ghana‐based firms.

This is the first attempt to study how high‐performing Ghana‐based firms define their mission and hence is a major contribution to the scarce if not non‐existent Africa‐specific studies. It also provides a more prescriptive approach to crafting mission statements by proposing hierarchies of the components of mission statements.

Arts festivals use projects to showcase creative works, configuring a creative field, whether locally, regionally or internationally, by whom engages and attends to the arts festival: artists, funders, media and audiences. This study compares the Edinburgh and Berlin arts festivals founded after World War II. Each city began with a founding festival. Edinburgh International Festival of Music and Drama sought to reconcile and heal international relations whereas the Berlin International Film Festival sought to showcase free expression and democracy. Both founding festivals were internationally oriented, as seen in their names. Each city added festivals over time and engaged in distinct temporal strategies and configured different creative fields. Edinburgh’s additional festivals entrained to its founding festival, synchronizing in time and place five festivals which led to greater duration and intensity of the experience and configured an international creative field: artists, media, and audiences who attended and engaged with the city festivals. In contrast, Berlin’s founding Film festival, which was internationally oriented, was followed by festivals that were treated as distinct, scheduling each festival sequentially across a yearly calendar and configuring a creative field regionally oriented around Germanic language and culture. Thus, a city’s temporal strategies for arts festivals may configure international, regional and local creative fields, changing who comprises the field to interact.

This study explores policy and practice in relation to a peripheral rural region food support programme for small (micro) food enterprises and the impact on business development and innovation.

An exploratory case study methodology is employed focusing on the effectiveness of a local support programme for micro business development in the food sector, in a European Union peripheral, rural location.

The effective integration of policy and practice in the design and implementation of a public/private partnership programme can enable micro businesses to benefit from Government aid in a collective manner that would not have been possible in a Government–micro enterprise dyadic relationship.

The study focuses on one region and on one particular support programme. However, the research highlights the potential benefits that can accrue to micro food producers, and micro companies more generally from participation in such a programme, and identifies the types of support that are particularly effective for these types of organisations. The research identifies the possibilities and challenges of applying the South Eastern Economic Development type programme to other regions.

The success of such support programmes depends on identifying the needs of the participants at an early stage in the programme and in tailoring training and support accordingly. There are benefits from local government working closely with private consultants as brokers for micro enterprise business development and innovation.

Micro enterprises play key economic, social and cultural roles within their local rural community. Collectively they offer opportunities for rural employment and tourism development.

The chapter addresses a major gap in knowledge around the role of policies and supports in assisting business development and innovation in relation to micro size enterprises, and more specifically food micro enterprises based in peripheral, rural regions.