Iriss

Gill McIvor, Professor of Criminology, SCCJR; Mary Belgan, Service Manager, 218 Centre; Nancy Loucks, Chief Executive, Families Outside; and Margaret Malloch, Research Fellow, SCCJR, discuss whether women's imprisonment is the best way to deal with female offenders and the possible alternatives.

Being innovative is not a detached activity to be undertaken once and never to be repeated again

Innovation is not only for small organisations that can react quickly, or large organisations that invest vast quantities of money in developing ideas. An innovative organisation is a place where new ideas are embraced and praised, where old ideas and traditional approaches are freely challenged and adapted, and where failure is tolerated and learnt from. Sounds simple.

There are a number of conditions that can be created by managers and leaders that can create a favourable climate for innovation to flourish. However, innovative organisations can, and do, look very different. For example:

The Linux movement has been described as a 'revolution' sweeping the software world. It describes a group of dedicated software hackers who, in their spare time, created an open operating system.

Despite a strong history of innovation and improvement in Scotland, some organisations have many structural and cultural features that impede its development by limiting risk taking and imposing tried and tested standardised solutions.

I introduced the topic of risk and innovation with a colleague the other day who managed to summarise some of the main challenges in a quick anecdote:

These guides aim to explore how you can approach innovation in your social services organisation, embracing the change that presents, and managing the risks that ensue.

Scottish social services organisations face major challenges over the next 10 years

In 2007, the social care costs resulting from alcohol misuse were estimated to be between £114.2 million and £346.8 million (mid-point £230.5 million), with almost all of these costs relating to children and families (Scottish Government, 2009).

Leading for outcomes: Parental substance misuse can be used in conjuction with Leading for outcomes, a guide. This guide is part of the Leading for Outcomes series and explores an outcomes-focused approach with families for whom parental substance misuse is an issue.

Leading for outcomes: dementia can be used in conjunction with Leading for outcomes: a guide. This guide seeks to explore how staff can be supported to effectively practice an outcomes-focused approach within the context of dementia. It provides information about dementia including key policies and legislation as well as signposts to other relevant resources.