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The Canadian healthcare system is recognized as one of the best health systems in the world. However, recent social and economic conditions have placed significant pressure on system administrators to demonstrate value-for-money for the investments made with an increased scrutiny on service delivery and cost structures. Challenges in providing more efficient healthcare often resonate two key constraints: the shortage of overall funding and barriers to accessing appropriate service providers in a timely fashion. The most common solution is simply to increase service provider manpower and invest further financial resources.

In Ontario, Canada’s largest province, The Shoulder Centre (TSC) has introduced a transformative solution to address system constraints through the development of an innovative and comprehensive model of care which builds on (1) novel partnerships between community providers and the Centre’s clinical team, (2) A Patient-Centered Specialty Practice (PCSP) and (3) Leveraging technology solutions.

TSC’s model of care suggests that many challenges in healthcare are attributed to the inappropriate management of human capital and the under-development of social capital. As a solution, TSC has transformed the organizational structure of its health services by converting service providers into partners with shared accountabilities, resulting in economic value through human capital optimization and improved system efficiencies through the building of social capital. TSC’s performance results demonstrate measured system savings, increased patient and provider satisfaction, targeted knowledge growth and confirms that the healthcare system contains a greater than expected abundance of human and financial resources to provide access to appropriate and timely care without any further system investment.

Social responsibility can be defined as a personal investment in the well-being of others. In my opinion, social responsibility is linked with the social inclusion issue. So, the social responsibility culture means the society of tolerant citizens. The aim of the university is to promote a social responsibility culture through education and prepare tolerant students. The social responsibility is to develop professional and social competences much needed for a global higher education establishment. The chapter examines a Polish case study. It is divided into two parts: (1) to define a social responsibility as a social inclusive idea; and (2) to present the process of teaching about refugees’ social inclusion.

This paper outlines the thinking of financial theorists on issues most relevant to those influencing financial decision‐making within a firm. While the review is not comprehensive, it does provide a foundation for understanding what is included in the modern theory of corporate finance. Perhaps more importantly, the reader should gain an appreciation for what is financial “myth” and what is financial “trust.” The paper concludes with a section on managerial implications.

This paper seeks to examine the insights that the individual agency perspective offers to the study of public‐private partnerships (P3s). It extends prior research, which has primarily adopted an economic and structural perspective, by considering the ways by which individual actors involved in these complex arrangements can shape their evolutionary path.

This conceptual paper identifies the key research issues and questions in the P3 literature and highlights how these concerns can be further illuminated by the insights offered through the individual agency perspective.

The paper identifies four key issues in the P3 literature questions as the antecedents of P3s, pre‐formation processes, governance models and mechanisms, and evolution and adaptation. Introduction of the individual agency perspective to these research concerns highlights additional potentially explanatory factors for P3 formation and successful adaptation. The paper demonstrates that considering this perspective alongside current explanations can extend our current thinking and usefully add depth, breadth and linkage to P3 research.

This research challenges the current conceptions of P3 governance as one of choosing the appropriate structural option. It offers agency considerations at each stage in the sequence of P3 process and argues that individual capability and action can influence the success and effectiveness of these arrangements.

This research introduces a managerial perspective to the study of P3s and reframes the current thinking around governance of these forms. This contrasts with the more economic and structural agendas of public policy research.

Books and Pamphlets. AMERICAN CHEMICAL SOCIETY, Chemical Abstracts Service 1958 supplement to the list of periodicals abstracted by Chemical Abstracts (1956 edition). Columbus, Ohio, the Service, 1959. 40 pp. $1.

May 1,1969 Redundancy — “Offer of suitable employment” — Headmaster — Dismissal — Offer of employment at same salary in mobile pool of teachers — Whether “suitable” employment — Whether “unreasonably refused” — Redundancy Payments Act, 1965 (c. 62), ss. l(2)(a), 2(4)

At a recent inquest upon the body of a woman who was alleged to have died as the result of taking certain drugs for an improper purpose, one of the witnesses described himself as “an analyst and manufacturing chemist,” but when asked by the coroner what qualifications he had, he replied : “I have no qualifications whatever. What I know I learned from my father, who was a well‐known ‘F.C.S.’” Comment on the “F.C.S.” is needless.