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Aboriginal and Torres Strait Islander (Aboriginal) people are overrepresented in Australian prisons, where they experience complex health needs. A model of care was designed to respond to the broad needs of the Aboriginal prisoner population within the nine adult prisons across South Australia. The purpose of this paper is to describe the methods and findings of the Model of Care for Aboriginal and Torres Strait Islander Prisoner Health and Wellbeing for South Australia.

The project used a qualitative mixed-method approach, including a rapid review of relevant literature, stakeholder consultations and key stakeholder workshop. The project was overseen by a Stakeholder Reference Group, which met monthly to ensure that the specific needs of project partners, stakeholders and Aboriginal communities were appropriately incorporated into the planning and management of the project and to facilitate access to relevant information and key informants.

The model of care for Aboriginal prisoner health and wellbeing is designed to be holistic, person-centred and underpinned by the provision of culturally appropriate care. It recognises that Aboriginal prisoners are members of communities both inside and outside of prison. It notes the unique needs of remanded and sentenced prisoners and differing needs by gender.

Supporting the health and wellbeing of Indigenous prison populations can improve health outcomes, community health and reduce recidivism.

Only one other model of care for Aboriginal prisoner health exists in Australia, an Aboriginal Community Controlled Health Organisation-initiated in-reach model of care in one prison in one jurisdiction. The South Australian model of care presents principles that are applicable across all jurisdictions and provides a framework that could be adapted to support Indigenous peoples in diverse prison settings.

Spotlights the cultural transitional process which has taken place following the merger of Glaxo and The Wellcome Foundation to form Glaxo Wellcome in March 1995. Underlines that management was proactive in developing a global culture, inviting a human resource consultancy, Renaissance, to conduct a four‐phase custom‐designed leadership and cultural change training programme. Claims that such training can achieve lasting human benefits, encouraging commitment, accountability, creativity, trust, team spirit and self‐ management.

Ten years after the first comprehensive review of fiscal noting in the states, revisiting the impact of cost analysis on unfunded state mandates yields pessimistic conclusions. More states have adopted fiscal noting over the period, yet few report that the process is successful. The majority of fiscal notes contain no cost estimates at all for a variety of reasons, including lack of time, lack of resources, lack of legislative attention, and perhaps lack of institutional capacity.

Describes outdoor team‐building programmes provided by the company Team Dynamic. Satisfied clients include Europ Assistance, International Factors (a Lloyds Bank subsidiary), Alexander Howden and Transaction Technology Ltd.

Local government budget processes have changed substantially since the early 1990s, due in part to an expanded emphasis on performance accountability and the availability of information technology. We present evidence that local government budget outcomes also have changed over the same time period when disaggregated at the functional level. Though we do not assert a causal relationship between the two, our findings indicate that the normative-descriptive gap in budget theory described by Rubin (1990) deserves new scholarly attention. Our profession’s attraction to incrementalism may have blurred the success of budget reform in local government.

Previous research has indicated that municipalities regularly collect performance data. A survey of medium-to-large southeastern cities supports that conclusion, but cautions that limited emphasis is placed on performance during budget construction. Prior-year expenditures drive the budget at the preparation phase. Performance information is added at the presentation phase for explication and to conform norms promulgated by professional budgeting organizations.

The knowledge base in public budgeting has certainly grown during the twentieth century, but the most enduring features of public budgeting were developed or documented in the first half of the century. The line item budget is still the dominant format in government budgeting; incremental adjustment to the previous year’s allocation is still the dominant budget process. Later developments in public budgeting, like planning-programming-budgeting system (PPBS), management by objective (MBO), zero-based budgeting (ZBB), and performance budgeting have had very little enduring impact on the practice of budgeting, largely because they reflected presidential attitudes about the role of government in society rather than theoretical advances in budgeting.

Discusses the introduction of a corporate change programme at Motability Finance Ltd. Reports how work groups were established to cover empowerment, staff development and competences, management style, team building and communications. Describes employee and customer satisfaction surveys, undertaken in an attempt to become a customer‐driven organization. Details the introduction of a document retrieval system and training programme.