The purpose of this paper is to describe the key elements of a major work programme on dementia, and to reflect on the practical learning derived.
Abstract
Purpose
The purpose of this paper is to describe the key elements of a major work programme on dementia, and to reflect on the practical learning derived.
Design/methodology/approach
The paper describes the whole range of programme activity, including research projects, think-pieces, action research, demonstrations, evaluations and production of resources such as films, infographics, case studies, practice guides and positive image galleries.
Findings
The active, meaningful engagement of people with dementia and their families is fundamental. Communities must engage with, and achieve equity for, all people with dementia, whatever their circumstances. Practical barriers to inclusion must be addressed if normal lives are to be continued. The human rights of people with dementia and carers must be recognised and promoted. Local grassroots community activity is the bedrock of dementia friendly communities – but this activity must be supported by strong strategic planning, commissioning and leadership. There is no template – each community must develop its own approach.
Practical implications
The paper highlights many examples of good practice which can inform the work of commissioners and practitioners, as well as wider communities. These focus particularly on good practice in engagement and involvement; and the co-production of dementia friendly communities with people with dementia.
Social implications
The programme highlights the importance of social barriers to the inclusion of people with dementia in their communities, and gives examples of communities which have tried to overcome these through attitudinal and environmental change.
Originality/value
Joseph Rowntree Foundation’s programme is highly innovative and well-regarded.
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AT the Conference at Folkestone of the London and Home Counties Branch of the Library Association, Mr. Jast gave one more example of his old fire and vigour in a paper which he…
Abstract
AT the Conference at Folkestone of the London and Home Counties Branch of the Library Association, Mr. Jast gave one more example of his old fire and vigour in a paper which he entitled Publishers and Librarians. No doubt in other pages than ours the text will be given in full. Here, in summary, we may say that he dealt with some of the needs of librarians and readers for well‐produced editions of good books which for some reason were obtainable only in double‐columned small type or otherwise almost unreadable or at any rate unattractive form. He instanced Disraeli's Curiosities of Literature. He urged that if a sufficient number of public and other librarians represented this want to publishers, promising that the libraries would support such an edition, it was unlikely that the request would be ignored. A further suggestion arose from the established fact that in the welter of editions of certain books many were ill‐produced and unworthy to be placed in the hands of unsuspecting bookbuyers. Robinson Crusoe was a case in point, and as many parents desired their sons to read this they were often persuaded to buy editions which were unsuitable. Here he made a suggestion which is entirely practicable: that the Library Association should examine all of the common classics for form and for textual accuracy—a feature in which he alleged that some were deficient—and fix on suitable editions, allowing the publisher to add to their title‐pages “approved by the Library Association.” We seize upon this point first because there is nothing Utopian about it. It is a work that ought to be done.
This case explores the turnaround and corporate renewal of the Chicago Blackhawks professional hockey team, which transformed from one of the worst-run organizations in all of…
Abstract
This case explores the turnaround and corporate renewal of the Chicago Blackhawks professional hockey team, which transformed from one of the worst-run organizations in all of professional sports in 2007 to one that won the Stanley Cup (the National Hockey League championship trophy) in 2010. W. Rockwell “Rocky” Wirtz was faced with making critical decisions shortly after inheriting the team from his father, who was the individual most associated with the organization's decline. The team faced financial trouble and had narrowly avoided missing payroll; the previous customer relations strategy (which included refusing to televise home games or to conduct effective marketing) had resulted in significantly diminished brand value; and management and player personnel were devoid of effective leadership. At its nadir, the team was named “The Worst Franchise in Professional Sports” by ESPN in 2004. After assuming control, Rocky embarked on an ambitious corporate renewal strategy that included the following components: leadership: install a new management team with clear goals and creative ideas about how to turn around the organization; culture: reward players for accomplishing their goals and establish a performance-based culture; financial: seek new corporate sponsorships and increase ticket prices once the team established a winning record; and brand and marketing: send a clear message that the team was intent upon winning the championship and design a customer-focused marketing strategy.
After analyzing the case, students should be able to: recommend strategic, financial, and operational changes needed to turn around the organization, and identify key leadership qualities that enable execution of a turnaround plan.
Details
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