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The purpose of this paper is to learn lessons from North America on housing an ageing population, both in terms of supporting people to “age in place”, and available options for those who need/wish to move. The project, funded by the Winston Churchill Memorial Trust, comprised a six-week travel fellowship to USA and Canada to meet with housing professionals from the public and private sectors and find out about best practice initiatives and efficient models for housing older people.

The paper is in two parts, of which this is the second. Part 2 focuses on the links between housing and health and, recognising significant differences between the countries, draws out lessons which may be applied as similar challenges of austerity, an ageing population and the increasing interest in personal budgets are faced.

There is no one size fits all approach to addressing the housing needs of the older population; a continuum of options across tenures is required. There are opportunities for growth in the private and non-profit sectors in terms of the provision of services for the ageing population. Large scale social change comes from better cross-departmental coordination and cannot be achieved by the isolated intervention of a single organisation.

This was a unique opportunity to learn lessons from North America on how to effectively meet the needs of the older population, now and in the future. The findings are based on the personal observations and conclusions of a housing practitioner.

The purpose of this study was to learn lessons from North America on housing an ageing population, both in terms of supporting people to “age in place”, and available options for those who need/wish to move.

The project, funded by the Winston Churchill Memorial Trust, comprised a six‐week travel fellowship to the USA and Canada to meet with housing professionals from the public and private sectors and find out about best practice initiatives and efficient models for housing older people.

This report is written in two parts. This, the first, considers models which are successfully facilitating individuals and communities to support each other to age in place, for example, the Beacon Hill Village model which has taken off in the USA in a big way. Technology can, and will, also play an important role in enhancing the lives of older people in the future, but housing is really about people and it will be people who will make the real difference on this issue.

This was a unique opportunity to learn lessons from North America on how to effectively meet the needs of the older population, now and in the future.

I HAVE sometimes been asked whether I am conscious, as the present editor of THE LIBRARY WORLD, of the spirit and influence of its founder, James Duff Brown, and of his editorial successors, who included J. D. Stewart and W. C. Berwick Sayers. The answer is that of course I am—how could it be otherwise?

During the downturn in the economy, EILEEN FISHER Inc., which had been experiencing significant growth in the years leading up to 2008, had to take some widespread organizational strategic action or potentially lose $11 million. Eileen Fisher and the Facilitating Leadership Team (FLT) met to reflect on the actions that were taken in the last 18 months in order to reshape their organization. From the beginning, the FLT had been transparent with the 800 employees in the organization, informing them that they were facing serious losses. They shared not only identified issues, but their deep faith in the EILEEN FISHER collaborative culture a faith that was reflected in their first step to planning. Turning to the employees, they had asked, What should we do? Teams throughout the company figured out new ways of working and recaptured EILEEN FISHER's profit. Reflecting on the reshaping of EILEEN FISHER and the many actions taken, the FLT team wondered if the creation of the new normal was sound and sustainable for the future. Students must evaluate the effectiveness of EILEEN FISHER's leadership system and determine whether the company can survive the economic downturn while remaining true to the company's core values.

The case is a field-research case and was funded as part of a sabbatical to study leadership at EILEEN FISHER Inc. The primary goal of the long-term project was to research and write cases on socially minded women leaders through an inclusive conceptual lens. Extensive planning with the Chief Culture Officer at EILEEN FISHER resulted in an 18-month deep dive with over 40 in-depth interviews, extensive observation of many different teams and meetings particularly the monthly Leadership Forums, thorough review of internal communications as well as review of other secondary research.

This case was written for advanced undergraduate or graduate organizational management, retail management and strategic change students. The case is best taught later in the course where students are asked to connect various leadership or strategic change theories with organizations and outcomes. The theoretical readings are more suited for advanced leadership students and are a springboard for in-depth analysis and further assignments. The case demonstrates the power of a values-based organization and how this values-based leadership style can be used to reshape an organization. This case can also be used for a retail management course to look at a values-based organization in the retailing industry. Most retailers in the industry have traditional hierarchical organizations; this case shows that there are alternative business models and newer leadership frameworks that explain EILEEN FISHER's management. Retailers are also impacted by every downturn in the economy and challenge to consumer confidence. This case shows how a retail organization can reshape itself with a new value proposition as a result of a downturn in the economy. It also demonstrates how employees can take action and redefine an organization.

The purpose of this paper is to outline a conceptual plan for innovative, integrated care designed for people living with long-term conditions (LTCs).

The conceptual plan delivers a partnership between the health system, the person with LTCs (chronic), their family, and the community. The partnership aims to support people at home with access to effective treatment, consistent with the New Zealand Government Health Strategy. This concept of people-owned care is provided by nurses with advanced practice skills, who coordinate care across services, locations and multiple LTCs.

With the global increase in numbers of people with multiple chronic conditions, health services are challenged to deliver good outcomes and experience. This model aims to demonstrate the effective use of healthcare resources by supporting people living with a chronic condition, to increase their self-efficacy and resilience in accordance with personal, cultural and social circumstance. The aim is to have a model of care that is replicable and transferable across a range of health services.

People living with chronic conditions can be empowered to manage their health and well-being, whilst having access to nurse-led care appropriate to individual needs.

Although there are examples of case management and nurse-led coordination, this model is novel in that it combines a liaison nursing role that works in partnership with patients, whilst ensuring that care across a number of primary and secondary care services is truly integrated and not simply interfaced.

The purpose of this paper is to explore how nurses make decisions to ration care or leave it undone within a clinical environment that is controlled by systems level cost containment. The authors wanted to find out what professional, personal and organisational factors contribute to that decision-making process. This work follows previous international research that explored missed nursing care using Kalisch and Williams’ MISSCARE survey.

The authors drew on the care elements used by Kalisch and Williams, asking nurses to tell us how they decided what care to leave out, the conduits for which could include delaying care during a shift, delegating care to another health professional on the same shift, handing care over to staff on the next shift or leaving care undone.

The findings suggest that nurses do not readily consider their accountability when deciding what care to leave or delay, instead their priorities focus on the patient and the organisation, the outcomes for which are frequently achieved by completing work after a shift.

The actions of nurses implicitly rationing care is largely hidden from view, the consequences for which potentially have far reaching effects to the nurses and the patients. This paper raised awareness to hidden issues facing nurses within a cycle of implicitly rationing care, caught between wanting to provide care to their patients, meeting the organisation’s directives and ensuring professional safety. Rethinking how care is measured to reflect its unpredictable nature is essential.

This study assesses performance measurement (PM) system implementation efforts across various organizational contexts and investigates which factors are critical to achieving implementation success (IS).

An empirical field study was conducted to refine a framework of PM system IS that consists of 5 dimensions of success and 29 factors. A survey questionnaire was used to investigate actual organizational practice and exploratory factor analysis was conducted to refine constructs corresponding to potential factors and dimensions of IS. The resulting variables were then investigated using multiple regression analysis to identify critical success factors for implementing PM systems.

The survey was completed by representatives from 124 organizations and the exploratory factor analysis results indicated that there are three underlying dimensions of IS (i.e. Use of the System, PM System Performance, and Improved Results and Processes) and 12 factors. Of the factors, nine can be considered critical success factors having a significant relationship with at least one dimension of IS: Leader Support, Design and Implementation Approach, Reward System Alignment, Organizational Acceptance, Organizational Culture and Climate, Easy to Define Environment, IT Infrastructure Capabilities, PM System Design Quality, and PM Participation and Training.

The results show that there are distinct dimensions of IS and, although some factors are associated with all dimensions, most are more closely related to only one dimension. This suggests that different strategies should be utilized based on the types of challenges experienced during implementation.