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Documents how the Dental Service of the Israel Defence Forces (IDF) successfully implemented private sector approaches to reimbursement and staffing in a special project designed to improve prosthodontic care for career military personnel. The innovative public‐private synthesis enabled the IDF to relieve bottlenecks and increase productivity while securing high levels of employee and patient satisfaction. The success of the innovation can be attributed, in part, to specific measures taken to adapt private sector practices to the culture and norms of the public sector and to integrate the new program into the broader organizational framework of the IDF Medical Corps. The recruitment of managers appropriate to the various stages of the organizational change cycle also played an important role in the project′s success. The study is based on in‐depth interviews of senior managers within the IDF medical corps, interviews of the managers directly involved in implementing the change, IDF budget reports and productivity analyses, and a survey of front‐line dentists. The analysis will be of interest to managers of public health care systems from around the world, who are looking to the private sector for innovative ideas on how to improve the efficiency of public programmes.

The behaviour of health care professionals is known to be influenced, in part, by their method of remuneration and the financial incentives they face. Describes how the Medical Corps of the Israel Defence Forces (IDF) went about choosing a reimbursement method to increase incentives for dentists and decrease waiting time for the public. Based on a questionnaire sent to all 23 dentists working in a unique IDF civilian dental clinic, and on other information which was available on the productivity and income of these dentists, a new method of remuneration was suggested and accepted, by which a combined method of fee‐for‐service and salary will be introduced. The base hourly pay and per crown fee were set on levels which provide for a larger compensation range and increase the incentive for improved productivity levels. This suggested method will be investigated further and re‐evaluated one year after its implementation.

In this chapter, the authors reflect on how the criminological agenda can move towards disrupting the boundaries that exist between the academe and sex work activism. The authors do so as academics who strive to affect social change outside of the academe, but do not attempt to offer a prescriptive ‘how to guide’. Indeed, they are themselves still grappling with the challenges of, and learning to be better at, ‘academic-activism’. The chapter begins by shining light on the activist underpinnings of the sex workers’ rights movement, before outlining some of the key scholarship in sex work studies, drawing particular attention to that which seeks to bring about social change. It then explores the utility of participatory action research (PAR) to sex work studies and reflects on how a PAR-inspired approach was used in the Beyond the Gaze research project. Here, the authors cast a critically reflexive eye over the unique realities, including the challenges, of integrating sex worker ‘peer researchers’ within the research team. The chapter concludes by considering how the criminological agenda must adapt if we truly want to bring truly want to bring about positive social change for sex workers, as well as how the current system of Higher Education ultimately stymies ‘academic-activist’ approaches to research.