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Sustainable development and the enhancement of justice and security globally are predicated on the existence of sufficient and appropriately deployed assets. Mindful of this, and of the misuse of both public and private wealth, UN Sustainable Development Goal 16.4 (SDG 16.4) seeks to ‘…significantly reduce illicit financial … flows’. This chapter critiques how this aim of SDG 16.4 has been operationalised. We argue that the choice and placement of the term ‘illicit’ is crucial: it can relate to the finances, the flows, or both, as well as to the people involved, as facilitators or protagonists, and is expansive enough to encompass criminal, unlawful and ostensibly legal but illegitimate or harmful assets, acts and actors. Moreover, this chapter explores why the movement of assets is significant, within and between jurisdictions, and how these transfers and transactions impact on sustainable development and can worsen inequalities. Our attention is on the conceptualisation, measurement and operationalisation of illicit financial flows (IFFs) in particular and the corresponding implications for available policy responses in the form of situational interventions as a more plausible route to understanding and reducing IFFs in the context of promoting SDG 16.4.

This article provides a case study on the transformation programme undertaken by St Mary's NHS Trust on St Mary's Hospital. This programme developed a multidisciplinary leadership community and performance coaching culture to unlock staff potential under difficult operating constraints. Leaders from a range of multi‐professional groups were developed as coaches to support the transformation programme of St Mary's Hospital.In partnership with performance development consultancy Lane4, action learning groups and 360 degree feedback were used to create a more open culture where people felt they could air their opinions and suggest operational solutions. This caused a positive ripple effect throughout the hospital. Return on investment was demonstrated by cost savings and efficiency improvements, ultimately leading to better patient care.

The interactive video-case methodology of Literacy Education: Application and Practice (LEAP), a program that focuses on the reading/writing workshop approach, provided a shared environment for dialogue and self-reflection in an English/language arts teacher education program. LEAP includes a laserdisc, computer software, and seminal books on the reading and writing workshop approach, and is designed according to assumptions underlying cognitive flexibility theory. Twenty-three video mini-cases focus on classroom practices of three middle school teachers. This chapter describes the process of designing, developing and evaluating LEAP and offers guidelines based on what was learned about the process.

This chapter introduces the Sustainable Development Goals (SDGs) and considers how criminological research, policy and practice can advance this global agenda. It critically accounts for the complex geopolitical, institutional and ideological landscapes that gave rise to this agenda and the challenges this poses for implementing the SDGs today. The chapter also raises important questions about the viability and consequentiality of global efforts to govern the nexus between crime, justice and sustainable development on account of the gravest threat to humanity, climate change. We conclude that all of these issues highlight the need for scholars and practitioners with expertise on crime and justice to approach this agenda from a critical standpoint. At the same time, we acknowledge that the SDGs remain the best global framework that we have for promoting safer and more equitable societies.

This chapter explores the mindset inside companies and how they plan and interact in society. Corporate strategy and leadership are discussed. Specific models illustrate a process of engagement including the sustainable livelihoods approach, The Partnership Continuum by Johnson (2011), Stages of Corporate Citizenship by Mirvis and Googins (2006), and Saul's (2012) social value spectrum and social innovation quartile. Finally, to illustrate best practices with highly driven corporate efforts, a case study at Campbell Soup Company in Camden, New Jersey, illuminates a broad range of perspectives and strategies that foster, manage, and report corporate practices in action.

New Public Management-informed pay-for-performance policies are common in public sectors internationally but can be controversial with delivery agents. More attention is needed on contingent forms of bottom-up implementation of challenging policies, in emerging market economies, for professionals who face tensions between policies and their codes of practice. Street-level bureaucrats (SLBs) mediate policy implementation through discretionary practices; health professionals have enhanced space for discretion based on autonomy derived from professional status. The authors explore policy implementation, adaptation and resistance by physicians, focusing on payments for health workers in Turkey.

The researchers conducted semi-structured qualitative interviews with 12 physicians in Turkish hospitals and thematic analysis of interview transcripts, using a blended (deductive and inductive) approach.

The policy fostered discretionary behaviours such as cherry-picking (high volume, low risk procedures) and pro-social rule-breaking (e.g. “upcoding”), highlighting clinical autonomy to navigate within policy restrictions. Respondents described damage to relationships with patients and colleagues, and dissonance between professional practice and perverse policy incentives, sometimes leading to disengagement from clinical work. Policymakers were perceived to be detached from the realities experienced by SLBs. Tensions between the policy and professional values risked alienating physicians.

This study utilises participant self-reported perceptions of discretionary behaviours. Further work may adopt alternative methods to explore the relationship between self-reporting and observed practice.

The authors contribute to research on differentiated, contingent roles of groups with high scope for discretion in bottom-up implementation, pointing to the potential for policy-professional role conflicts between top-down P4P policies, and the values and codes of practice of professional SLBs.