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Clinical data capture and transfer are becoming more important as hospital practices change. Medical record pro‐formas are widely used but their efficacy in acute settings is unclear. This paper aims to assess whether pro‐forma and aide‐memoire recording aids influence data collection in acute medical and surgical admission records completed by junior doctors.

During October 2007 to January 2008, 150 medical and 150 surgical admission records were randomly selected. Each was analysed using Royal College of Physicians guidelines. Surgical record deficiencies were highlighted in an aide‐memoire printed on all A4 admission sheets. One year later, the exercise was repeated for 199 admissions.

Initial assessment demonstrated similar data capture rates, 77.4 per cent and 75.9 per cent for medicine and surgery respectively (Z=‐0.74, p=0.458). Following the aide‐memoire's introduction, surgical information recording improved relatively, 70.5 per cent and 73.9 per cent respectively (Z=2.01, p=0.045). One from 11 aide‐memoire categories was associated with improvement following clinical training. There was an overall fall in admission record quality during 2008‐9 vs 2007‐8.

The study compared performance among two groups of doctors working simultaneously in separate wards, representing four months' activity.

Hospital managers and clinicians should be mindful that innovations successful in elective clinical practice might not be transferable to an acute setting.

This audit shows that in an acute setting, over one‐quarter of clinical admission data were not captured and devices aimed at improving data capture had no demonstrable effect. The authors suggest that in current hospital practice, focussed clinical training is more likely to improve patient admission records than employing recording aids.

When do you throw it all away? The first senior female in a male-dominated business school decides it all comes down to a question of principle – and maybe a few others. What is the best balance between her responsibilities to students, family, and the next generation of female leaders? Can she both be true to herself and compromise? What factors should influence this decision? This case brings together questions about power and influence, rational decision-making, leadership, and the intra and inter-personal responsibilities of organizational “firsts.” Further, issues related to a university's effort to better compete within the global higher education marketplace, provide a valuable opportunity to explore institutional approaches to promoting diversity, inclusion, and cultural competency.

This case, which was developed from primary sources, highlights the array of competing objectives and personal and political tensions involved in university administration.

This case was designed for graduate students in Masters of Public Administration, Masters of Business Administration, Masters of Education in Organizational Leadership, or similar graduate degrees that include significant management and leadership content. Students working with this case should have already completed foundational courses in topics such as organizational management, public policy, leadership, strategic human resources management, or their equivalents within their respective programs of study. Virtually all of the issues raised by this case address core themes, concepts, theses, and theories associated with an accredited graduate program in educational management, business or public administration.

This chapter provides an ethnographic look at higher education strategic planning through the lens of Williams College’s 2018–2020 effort to develop a 20-year plan for the institution. The critical analysis of Williams’ multi-community engagement contributes to studies of higher education and to literature in the sociocultural anthropological field of “policy as a practice of power” by applying core tenets of the field to strategic planning analysis. Drawing on 12 months of participation-observation and documentary research, the investigation brings into focus Williams’ heterarchical leadership structure and the negotiation practices that contributed to establish the legitimacy and appropriation of William’s strategic plan values. The chapter also shifts toward a contextualized perspective of strategic planning, highlighting campus community divides and the practices that contributed to bridge these fault lines and foster trust during the Fall 2019 campus-wide outreach process. Through the chapter, the analysis re-interprets beliefs of strategic planning and implementation as a top-down, normative imposition, and brings an ethnographic lens to reveal practices of negotiation, convergence, and value appropriation.

Purpose – Although not extensively documented, academic libraries in the United States of America have been involved in fund-raising for centuries. In more recent years, decreases in university budgets forced academic libraries to rely more heavily on philanthropy in order to operate or expand collections. However, much remains unknown about many aspects of academic library fund-raising. This study expands knowledge regarding library development efforts so that scholars and library administrators can better understand library fund-raising and become more successful in raising money.

Findings – Development work for academic libraries has shown to differ from other forms of development activities on a campus due to the fact that donors to academic libraries tend to differ from other kinds of donors on a campus. This research highlights strategies academic library development officers believe work in cultivating donors from a limited target population and how they believe this differs from or is similar to the work of other development officers in higher education.

Practical and social implications – This research sought to understand how organizational placement of the library development officer in the university has an impact on successful fund-raising.

Originality/value – This is the first research to directly study academic library development officers. This will help library administrators and those involved with academic library development efforts learn what library development officers believe works and doesn’t work in fund-raising.

The reasons why some people use illicit drugs recreationally and in a dependent, harmful, way are not clearly understood. Various factors have been put forward, each of which may play some part in affecting individual drug using outcomes. Rounsaville (1982), for example, analysed the life records of approximately 400 opiate users and identified two antecedents to drug use, childhood trauma and early antisocial or delinquent behaviour. Social background and deprivation have also been noted as possible preceding factors. Parker et al (1987) found correlations between heroin use and unemployment, overcrowding and other indices of deprivation. Other perspectives on use, cited by Johns (1990), include availability and peer influence. Sub‐culture has also been suggested as an important context to use (Becker, 1963; Williams, 1989). The Third Triennial Report to Congress (Department of Health and Public Service, 1991) focused on individual ‘risks’, which were categorised as biological (genetic), psychological, behavioural (anti‐social and delinquent activies), demographic (such as gender or ethnic factors), and environmental (arising from family or peer group influence). However, despite these and many other perspectives on pathways to illicit drug use and drug‐related harm, a comprehensive account which seeks to ground such practices in the complex interplay between the individual, their community and elements of social structure has yet to be achieved.