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The prominence of late intervention in service delivery culture contrasts with the depth of scientific evidence that demonstrates the advantage of intervening early to prevent the development of social dysfunction and problems. The paper seeks to address this issue.

This paper draws on the author's experience as a leading UK politician advocating the greater use of evidence‐based early intervention approaches, including in two independent reviews to Government.

Early intervention programmes not only deliver better outcomes for children and families, but also yield substantial service savings and provide significant returns on investment. An Early Intervention Foundation, independent of government oversight, will respond to localised demand for evidence‐based interventions, and disseminate the body of science in a digestible and practical form.

The paper argues that the Early Intervention Foundation will lead a cultural shift towards localised, evidenced‐based services funded by evolving and innovative finance methods.

This paper seeks to argue that there are many failings in current responses to youth crime and antisocial behaviour in England and Wales, which means that the time is ripe for reform.

This paper summarises the analysis and recommendations of the Independent Commission on Youth Crime and Antisocial Behaviour, which in July 2010 published its report, Time for a Fresh Start, and a book, A New Response to Youth Crime, setting out the evidence on which the report was based. These are considered against a backdrop of failings of the current system and in the context of current cuts in public services.

The present system in England and Wales fails to resolve the tension between punishment and welfare in a coherent way. It is ineffective in preventing crime and reoffending, it targets the disadvantaged and it is incomprehensible to most young offenders. The Commission proposes that in future restorative justice should be the core of the youth justice system.

The paper argues that a reformed system would exert a stronger influence on young offenders, would be more satisfying to victims and would inspire greater confidence in the general public.

The purpose of this paper is to explore the role of government and policy making in supporting schools to develop work on social behaviour.

The paper is written by a sitting member of Parliament in the UK who is himself supporting work in schools in his constituency of Nottingham North on social behaviour, in order to clarify the role of government and it to do more in this emerging area.

The paper finds that work on social behaviour in school is urgently needed to address social deprivation and social exclusion. There is a strong role for government in this process. This work needs to be addressed with the same degree of commitment and systematic thinking as has been applied to numeracy and literacy teaching in schools, not least because social behaviour underpins and supports academic learning.

The paper implies that policy makers need to consider the importance of work on social behaviour in schools and their role in supporting it.

The paper is written by a sitting member of Parliament, addressing his fellow politicians, as well as other social policy makers, to tackle an issue of great social and educational significance – and as such is unusual if not unique.

This study aims to critically evaluate the COVID-19 and future post-COVID-19 impacts on office design, location and functioning with respect to government and community occupational health and safety expectations. It aims to assess how office efficiency and cost control agendas intersect with corporate social accountability.

Theoretically informed by governmentality and social accountability through action, it thematically examines research literature and Web-based professional and business reports. It undertakes a timely analysis of historical office trends and emerging practice discourse during the COVID-19 global pandemic's early phase.

COVID-19 has induced a transition to teleworking, impending office design and configuration reversals and office working protocol re-engineering. Management strategies reflect prioritisation choices between occupational health and safety versus financial returns. Beyond formal accountability reports, office management strategy and rationales will become physically observable and accountable to office staff and other parties.

Future research must determine the balance of office change strategies employed and their evident focus on occupational health and safety or cost control and financial returns. Further investigation can reveal the relationship between formal reporting and observed activities.

Organisations face strategic decisions concerning both their balancing of employee and public health and safety against capital expenditure and operation cost commitments to COVID-19 transmission prevention. They also face strategic accountability decisions as to the visibility and correspondence between their observable actions and their formal social responsibility reporting.

Organisations have continued scientific management office cost reduction strategies under the guise of innovative office designs. This historic trend will be tested by a pandemic, which calls for control of its spread, including radical changes to the office at potentially significant cost.

This paper presents one of few office studies in the accounting research literature, recognising it as central to contemporary organisational functioning and revealing the office cost control tradition as a challenge for employee and community health and safety.

This chapter discusses Launching through the Surf: The Dory Fleet of Pacific City, a project which documents the historical and contemporary role of dory fishers in the life of the coastal village of Pacific City, Oregon, U.S. Linfield College’s Department of Theatre and Communication Arts, its Jereld R. Nicholson Library, the Pacific City Arts Association, the Pacific City Dorymen’s Association, and the Linfield Center for the Northwest joined forces to engage in a collaborative college and community venture to preserve this important facet of Oregon’s history. Using ethnography as a theoretical grounding and oral history as a method, the project utilized artifacts from the dory fleet to augment interview data, and faculty/student teams created a searchable digital archive available via open access. The chapter draws on the authors’ experiences to identify a philosophy of strategic collaboration. Topics include project development and management, assessment, and the role of serendipity. In an era of value-added services where libraries need to continue to prove their worth, partnering with internal and external entities to create content is one way for academic libraries to remain relevant to agencies that do not have direct connections to higher education. This project not only developed a positive “town and gown” relationship with a regional community, it also benefited partner organizations as they sought to fulfill their missions. The project also serves as a potential model for intra- and inter-agency collaboration for all types of libraries.