management information systems

Learning Exchange collection policy

As the name suggests, the Learning Exchange is based on the notion of collaboration. Third party organisations - Learning Exchange Contributing Organisations – which have specific subject expertise are invited to contribute resources to a designated collection within the Learning Exchange. The purpose of these collections is to provide a way for organisations with subject expertise to collect, organise and share resources.

Councils adapt ICS to unlock its potential

The authors, from Dorset Council, explain how they are trying to get the best out of the Integrated Children's System despite its limitations. The ICS was intended to enable a single consistent approach to case-based information gathering, case planning, case aggregation and case reviews. As such, the easily generated and clear reports would help social workers collect, organise, analyse and retrieve information.

Developing definitions of local authority services and guidance for future development of the Children in Need Census

Report of a study which investigated whether the Children in Need (CIN) Census, a device which collects data on all children receiving support from children's social care services, could be widened after 2009 to cover some other services used by CIN, e.g. youth justice, health services.

Leading practice : 11.0 supervision

Development programme created for first-line managers in social care. Divided into eleven sessions and consisting of activities, discussion points and reading suggestions, it is intended to assist the development of the individual and organisation through gaining a better knowledge and understanding of practice-focused management.

Leading practice : 10.0 management information systems

Development programme created for first-line managers in social care. Divided into eleven sessions and consisting of activities, discussion points and reading suggestions, it is intended to assist the development of the individual and organisation through gaining a better knowledge and understanding of practice-focused management.

Leading practice : 9.0 planning for quality

Development programme created for first-line managers in social care. Divided into eleven sessions and consisting of activities, discussion points and reading suggestions, it is intended to assist the development of the individual and organisation through gaining a better knowledge and understanding of practice-focused management.

Leading practice : 8.0 learning in the team

Development programme created for first-line managers in social care. Divided into eleven sessions and consisting of activities, discussion points and reading suggestions, it is intended to assist the development of the individual and organisation through gaining a better knowledge and understanding of practice-focused management.

Leading practice : 7.0 teams tasks and skills

Development programme created for first-line managers in social care. Divided into eleven sessions and consisting of activities, discussion points and reading suggestions, it is intended to assist the development of the individual and organisation through gaining a better knowledge and understanding of practice-focused management.

Leading practice : 6.0 managing change

Development programme created for first-line managers in social care. Divided into eleven sessions and consisting of activities, discussion points and reading suggestions, it is intended to assist the development of the individual and organisation through gaining a better knowledge and understanding of practice-focused management.

Leading practice : 5.0 managing yourself

Development programme created for first-line managers in social care. Divided into eleven sessions and consisting of activities, discussion points and reading suggestions, it is intended to assist the development of the individual and organisation through gaining a better knowledge and understanding of practice-focused management.