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The pledge of the 2030 Agenda for Sustainable Development is “to leave no one behind.” However, there are significant groups of people who are at risk of being left behind. The health and social issues facing prisoners are well known, but past initiatives to address them through international development initiatives have failed to gain widespread support. The purpose of this paper is to advocate for inclusion of prison health care in current international development frameworks such as Universal Health Coverage and the 2030 Sustainable Development Goals.

This is a commentary paper.

The governments of most countries have accepted both the 2030 Agenda for Sustainable Development and Universal Health Coverage as frameworks for future national development planning. Including prison health care in these frameworks will provide a powerful platform for those advocating for better prison health services and will allow governments wary of offending public opinion to make significant changes to the way prisons are managed. Providing better prison health care services will not only lead to better long-term population health outcomes overall but will also contribute to achieving the 2030 Agenda aspiration to “leave no-one behind.”

This paper provides a discussion of current international development guidance and identifies that prison health care is not sufficiently recognized as an essential contributor to achieving the sustainable development goals.

The purpose of this study was to describe programs that aim at programs to divert people with a mental condition from the criminal justice system to mental health services are being initiated, but reporting is limited and fragmented. This study described programs that aim at diverting persons with mental health conditions out of criminal justice systems to community mental health services, with the intention to inform research and practice.

A scoping review was used to map and synthesise diversion programs. Ten online data bases were searched. Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews was used to direct the selection of sources. Research and evaluation publications and grey literature published from 2010 to 2021 in English language were included.

Eight distinct diversion programs were identified across 24 countries or territories covering five phases of the criminal justice process. Diversion programs included crisis intervention teams, the electronic linkage system, mobile crisis units, the criminal justice liaison program, problem-solving courts, the abstinence-based program, the community equivalence program and the forensic assertive community treatment program. Although distinct programs have the potential to form a system of diversion across the continuum of the criminal justice process, only two territories moved in that direction. Diversion programs reported overwhelmingly originated from high-income countries.

Stigma that labels people with mental health conditions as violent and dangerous need to be addressed. It is important to place diversion systems on national policy agendas and advocate for evidence-based interventions.

The study provides a blueprint on diversion systems to set a research agenda and develop a road map, tailored towards local contexts.

The purpose of this paper is to explore how organizational design could support teamwork and to identify organizational design principles that promote successful teamwork.

Since traditional team training sessions take resources away from production, the alternative approach pursued here explores the promotion of teamwork by means of organizational design. A wide and pragmatic definition of teamwork is applied: a team is considered to be a group of people that are set to work together on a task, and teamwork is then what they do in relation to their task. The input – process – output model of teamwork provides structure to the investigation.

Six teamwork enablers from the healthcare team literature – cohesion, collaboration, communication, conflict resolution, coordination, and leadership – are discussed, and the organizational design measures required to implement them are identified. Three organizational principles are argued to facilitate the teamwork enablers: team stability, occasions for communication, and a participative and adaptive approach to leadership.

The findings could be used as a foundation for intervention studies to improve team performance or as a framework for evaluation of existing organizations.

By implementing these organizational principles, it is possible to achieve many of the organizational traits associated with good teamwork. Thus, thoughtful organization for teamwork can be used as an alternative or complement to the traditional team training approach.

With regards to the vast literature on team training, this paper offers an alternative perspective on how to improve team performance in healthcare.

Since the field of healthcare was a latecomer to the quality movement, knowledge transfer has generally flowed in one direction, from industry to healthcare. However, organisations can also be enriched by healthcare. In particular, this paper aims to show industry that important lessons can be learned regarding how teamwork is generally managed within healthcare.

To identify the useful lessons that healthcare can teach industry, the authors started with a brainstorming session among the members of the research team to pin‐point the lessons based on their experience with healthcare and industrial environments. Afterwards, an exhaustive review of the relevant literature from the last ten years was carried out.

Industrial organisations need to develop teamwork frameworks focused on involving every employee in cross‐disciplinary, empowered and trained teams. Moreover, from a team perspective, special care must be shown when defining clear roles, focusing on end clients, formulating shared objectives and facilitating internal communications.

The ten lessons from healthcare teamwork best practices believed to be the most important are given in the paper. Although some of these lessons may not be completely new concepts for industrial organisations, the paper shows how healthcare develops, spreads and applies these concepts in the real world.

The paper summarises, in ten useful lessons for organisations, healthcare's best teamwork practices in the literature.

Centralization, mergers and cost reductions have generally led to increasing levels of span of control (SOC), and thus potentially to lower leadership capacity. The purpose of this paper is to explore how a large SOC impacts hospital staff and their leaders.

The study is based on a qualitative explorative case study of three large inpatient wards.

The study finds that the nursing staff and their frontline leaders experience challenges in regard to visibility and role of the leader, e.g., in creating overview, coordination, setting-up clear goals, following up and being in touch. However, large wards also provide flexibility and development possibilities.

The authors discuss the implications of these findings for decision makers in deciding future SOC and for future SOC research.

Only few studies have qualitatively explored the consequences of large SOC in hospitals.

The purpose of the paper is to review the existing landscape of consumption and production in wildlife tourism and, more precisely, discuss how tiger tourism is packaged and produced as a product or commodity for the consumption of wildlife tourists. In doing so, the study explores the issues and challenges for responsible consumption and production (SCP) of wildlife tourism in the context of progress toward sustainable development goal (SDG12) responsible consumption and production.

The paper combines an analysis of existing literature and insights from the tiger reserve stakeholders. Qualitative analysis using semi-structured interviews and participant observation methods are used to derive insights.

This paper explores the status of SCP of wildlife tourism, particularly tiger tourism in Indian national parks. The paper then discusses the implications of SCP for various stakeholders in wildlife tourism.

This paper explores the perspective of SCP in wildlife tourism, and it provides innovative approaches that stakeholders should adopt.