Reports

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).

Iriss has published two reports commissioned from the Glasgow School of Social Work on evidence-informed performance improvement.

This review provides an overview of the best available evidence in relation to 'what works' in increasing the percentage of people aged 65 and over with high level care needs who are cared for at home.

This is the aim of one of the Scottish Government's 45 indicators of success in achieving national outcomes identified in the National Performance Framework.

In 2004, a new multidisciplinary children's services inspection team based in Her Majesty's Inspectorate of Education (HMIE) started to undertake inspections of child protection services in all 32 local authorities in Scotland. The authorities were inspected against 18 quality indicators on a six point scale ranging from Level 6, 'Excellent: Outstanding or Sector Leading', to Level 1, 'Major Weaknesses'.

This review provides an overview of the best available evidence in relation to 'what works' in increasing the percentage of people aged 65 and over with high level care needs who are cared for at home.

This is the aim of one of the Scottish Government's 45 indicators of success in achieving national outcomes identified in the National Performance Framework.

In 2004, a new multidisciplinary children's services inspection team based in Her Majesty's Inspectorate of Education (HMIE) started to undertake inspections of child protection services in all 32 local authorities in Scotland. The authorities were inspected against 18 quality indicators on a six point scale ranging from Level 6, 'Excellent: Outstanding or Sector Leading', to Level 1, 'Major Weaknesses'.