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Life studies are a rich source for further research on the role of the Afro‐American woman in society. They are especially useful to gain a better understanding of the Afro‐American experience and to show the joys, sorrows, needs, and ideals of the Afro‐American woman as she struggles from day to day.

Presents extracts from the stories of mid‐career women who have unseen chronic illness, exemplifying numerous gender and work‐related issues. Uses Heideggerian phenomenology to understand the experience of being a woman with an unseen illness, who also works full time. Eight women were interviewed. These women were seen to reside “in‐between” wellness and sickness, junior and senior organisational roles, and home and work responsibilities. They shared some of the difficulties they have faced. First, were problems influenced by the medical community as associated with getting a diagnosis. Given their full‐time career responsibilities, this was interpreted as being problematic. There were also related problems reported about colleagues assuming, because of their healthful appearance, that nothing was the matter and acting accordingly. The “woman’s role”, as experienced by sick women who also worked full time, added to their struggle to continue careers, care for others and attempt to attend to their own health. Illness, especially invisible illness, is rarely examined through the combined lens of workplace and gender.

The purpose of this paper is to describe how hairdressing company, Popham, has become an Investor in People champion and the benefits that have flowed from this.

The paper explains the background to the Investor in People award and the policies that Popham has adopted to achieve this, in particular in the areas of staff consultation and employee development.

To prevent any problems from developing into major issues, the 17‐employee firm holds regular meetings with employees. Annual appraisals are used for knowledge sharing with colleagues and coaching from directors, while staff are actively encouraged to contribute ideas on a day‐to‐day basis.

Popham has a well‐developed business plan and individual targets for all members of staff, to which people have contributed and can relate. Directors and managers share a strong commitment to training and development. Reveals that the 17‐employee company, operating in a sector that traditionally has high employee turnover, has lost only one member of staff in the last ten years.

The paper provides an example of successful human‐resource management policies in a UK small business.

The purpose of this paper is to examine the education of children at St Helena Penal Establishment in Queensland and the trials faced by the educators that delivered their formal schooling. The paper will add to the growing research into the prison island and will provide an insight into a unique facet of education in the newly established Australian State of Queensland.

The historical analysis draws on original documents and published works to chronicle the provision of education to the children of warders at the St Helena Penal Establishment.

The establishment of the Department of Public Instruction and the introduction of the State Education Act of 1875 were intended to provide Queensland children from 6 to 12 years of age with free, compulsory, and secular primary education. The full implementation of the Act took until 1900, and in the process, initiatives like St Helena State School No. 12, through issues of administrative control, saw teachers excluded from the Department of Public Instruction in order to include schoolchildren under the auspices of the same department.

The research paper is an initial investigation into the subject and limited by the paucity of primary data available on the topic.

The case study adds to the growing literature on other aspects of the prison at St Helena, Queensland and adds to knowledge of life on the island. Furthermore, the aspects of control over staff on the island and the requirement for the teachers to double as guards, ready to take up arms in defence of the prison, provides new insights into the obligations placed on some early educators.

The purpose of this paper is to cover a 10-year period in ten of Ontario’s 72 school districts on the nature, origins and importance of “leading from the middle” (LfM) within and across the districts.

The research uses a self-selected but also representative sample of ten Ontario school districts. It undertook three-day site visits in each of the districts, transcribed all the interviews and compiled an analysis into detailed case studies.

LfM is defined by a philosophy, structure and culture that promotes collaboration, initiative and responsiveness to the needs of each district along with collective responsibility for all students’ success.

To be sustainable in Ontario, LfM needs support and resourcing from the top. The current environment of economic austerity therefore threatens sustainability. Globally, examples of LfM are emerging in at least three other systems. The analysis does not have identical questions or respondents in phases 1 and 2. Ontario’s version of LfM may differ from others. The collaborative design may downplay criticisms of LfM.

LfM provides a clear design for leading in complex times. Compared to top-down leadership the whole system can address the whole of students’ learning and well-being. LfM is suited to systems and cultures that support local democracy, community responsiveness and professional empowerment and engagement.

LfM is an inclusive, democratic and professionally empowering and responsive process that differs from other middle level strategies which treat the middle merely as a way of connecting the top and bottom to get government policies implemented more efficiently and coherently.

The purpose of this paper is to describe and evaluate the programme of philanthropy arising from the work of the Shirley Foundation, with particular reference to its impact in addressing issues related to autism.

The paper is based on the 2017 evaluation of The Shirley Foundation 1996–2016 by Aperio Group (Europe) Limited entitled 20 Years of Grant Making Autism and Information Technology: An Overview of The Foundation’s Impact (Pepin, 2017). The evaluation included interviews with Dame Stephanie Shirley CH (the Foundation’s founder), a documentation review and a survey of key grantees.

The evaluation concluded that the funding achieved both grantee purposes and those of The Shirley Foundation. The projects funded generally produced outcomes that made a difference and grant-making and monitoring processes were regarded, on the whole, as efficient.

The evaluation demonstrates the value of an innovative, catalytic, social entrepreneurial approach to funding to achieve impact.

Provides a case study of two supervisory mentoring relationships based on personal interviews with Shelia Dillon, senior vice‐president and division head of the corporate security and compliance division of First Union Corporation, and two of her subordinates. Outlines their mentoring relationships through the experiences of the three participants. Addresses how their mentoring relationships evolved, the career and psycho‐social development opportunities offered to the protégés, the participants’ perception of the difference between a supervisory mentoring relationship and a typical employee/ manager relationship, the perception of how gender influences the mentoring process, and the advantages and disadvantages of a mentoring relationship.

Meeting Centres (MCs) are a complex community-based psychosocial intervention to support people affected by dementia. The purpose of this paper is to describe the process of identifying the essential features of MCs from a UK perspective.

The essential features were examined within a concept analysis framework, which combines both static and evolutionary methods, enabling multiple stakeholder groups to be included in the process in an iterative manner.

Eleven essential features were developed, providing a conceptual model of the UK MCs. The underpinning rationale is sufficiently flexible to enable community-based development, while at the same time providing a robust platform upon which to build the evidence base.

While some features may be common to other types of community-based support, the combination of characteristics and the underpinning ethos differentiates MCs and enables each one to meet the needs of its own community.

The purpose of this paper is to place on record the impact made on government policy and research by Autism Cymru, a small charity that existed in Wales between 2001 and 2014. The success of Autism Cymru resulted directly from philanthropic funding, applied with strategic vision and genuine ambition.

A retrospective, chronological viewpoint highlighting the creative process, drawing upon records held by the charity.

Autism Cymru initiated the concept and played a crucial role in steering the development of government policy for autism in Wales between 2001 and 2011. The charity also drove forward the initiative, which led to the establishment of the Wales Autism Research Centre at Cardiff University in 2010. This paper demonstrates that with astute philanthropic support, small learning disability/autism charities can elicit structural and sustainable change at the national level, leading to wide-ranging benefits for the communities they represent.

The strategic approach taken over 20 years ago in Wales by Autism Cymru, which led to the Welsh Government’s ASD Strategic Action Plan for Wales (Welsh Government, 2011), set in place a national policy model, which was then followed by The Scottish Strategy for Autism and the Northern Ireland Autism Strategy (Department of Health, 2013>; Scottish Government, 2011). The insightful and tenacious method used by Autism Cymru remains relevant today, demonstrating that any small charity supported by shrewd philanthropic funding can punch well above its weight by taking a planned, ambitious and strategic approach to policy, research and practice.

Frieda brought her four graham crackers on a saucer and some milk in a blue-and-white Shirley Temple cup. She was a long time with the milk, and gazed fondly at the silhouette of Shirley Temple's dimpled face. Frieda and she had a loving conversation about how cu-ute Shirley Temple was. I couldn't join them in their adoration because I hated Shirley. Not because she was cute, but because she danced with Bojangles, was myfriend, myuncle, mydaddy, and who ought to have been soft-shoeing and chuckling with me. Instead he was enjoying, sharing, giving a lovely dance thing with one of those little white girls whose socks never slid down under their heals. So I said, “I like Jane Withers.” (Toni Morrison, The Bluest Eye, 2000 p. 19)