change management

Paper that comes in two parts. First Lesley Sutton shares her experience in looking at (some) data on local authority spend and performance in a few sectors. This is undertaken on the basis of published data, and the annex describes the key data sets that are available and touches upon the significant gaps. Her work does point to a major variation in performance but also emphasises that this is a data and policy minefield; great care should be taken before drawing any conclusions as to relative efficiencies, etc.

A study based on research commissioned by the National College for Leadership of Schools and Children's Services in partnership with Centre for Outcomes in Children and Young People's Services C4EO. The research took place during 2010 and early 2011. The research period therefore spanned cuts introduced by the Coalition Government immediately after the 2010 Generation Election, a broader programme of cost reduction initiated by the 2010 spedngin Review, as well as specific policy reforms that have begun across a number of public services.

A series of booklets produced on the topic of innovation in social services in Scotland.

They are designed to help individuals and organisations think differently and more creatively about providing services, as well as manage risk more effectively.

The titles include:
- Embracing change
- Balancing innovation and risk in social services
- How do you create the right conditions for innovation?
- Developing a framework for innovation
- Rising to the challenge: where can ideas come from?

Fergus McNeill discusses a literature review of the management of change within community justice organisations, conducted with Ros Burnett and Tricia McCulloch. The review explored: the nature and character of occupational, professional and organisational cultures in community justice; how such cultures respond to, accommodate and resist change processes; how and why processes of change succeed and fail in criminal justice organisations; and effective approaches to the management of change in criminal justice.

Paper arguing that the management structure and culture of the NHS in England often acts as an impediment to innovation and the introduction of new ideas which may benefit patients and offering suggestions as to how this situation can be improved.

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.

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.

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.

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.

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.