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The purpose of this paper is to describe a study which investigated the diverse needs of multiple stakeholders in an adapted sex offender treatment programme (ASOTP) and then evaluated a pilot programme set up to respond to the identified needs efficiently and effectively. The paper reports on an innovative approach to delivering ASOTP in secure learning disability services. It aims to address many of the criticisms and concerns of conventional closed format programmes, particular in the climate of value for money and payment by results.

The multiple views of stakeholders were identified by means of questionnaires and semi‐structured interviews in order to ascertain the key issues necessitating change. Stakeholders included purchasers of Partnerships in Care Learning Disability Services (PiC LDS), referred clients, internal and external clinicians involved in their care, group facilitators and, in some cases, clients' families or advocates. A rolling format ASOTP (based on the content of the Prison and Probation Service ASOTP) was designed and piloted to address highlighted needs, including time frames for the commencement and completion of treatment.

Initial feedback obtained by means of structured interviews and discussions with all stakeholders has been positive. In particular, participants have shown an increase in motivation, knowledge, and, unexpectedly, enhanced levels of risk disclosure. Facilitators have reported increased satisfaction and decreased stress levels. These findings are tentative in light of the small numbers involved and the absence of a randomised control trial.

This study has a number of implications for future research in terms of improving treatment effectiveness by means of increasing knowledge retention and enhancing risk disclosure, as well as a reduction in facilitator burnout.

The programme was tailored to respond to individual treatment needs within a group setting whilst ensuring programme integrity and effective risk management within a forensic learning disability service.

The function of a digital computer is to carry out simple arithmetical operations at very high speed and with high accuracy, ie to eight or more significant figures. Before the computer can do this it must be given precise instructions, ie programmed. The situation is similar to that of giving instruction to the human operator of an electric calculating machine with the added advantage that the computer makes mistakes only very rarely. In addition, once the instructions have been written out, they can be given again and again to the computer as often as may be necessary without further effort by the programmer.

In 2011, Cogent SSC Ltd was awarded funding to develop a Higher Apprenticeship in Life Sciences. The purpose of this paper is to outline the Developing Science Professional programme, how it was developed and what will be delivered.

Information presented in the paper is drawn from the organisation's own work in developing a Higher Apprenticeship. It builds on information incorporated in the original bid and how the project is being developed.

Research undertaken by Cogent highlighted that many employers are looking for work‐ready, fit for purpose employees to take up key scientific roles across their workforce. This suggests there is an appetite for a programme such as Developing Science Professionals which aims to train science technicians to a higher level. The development of the Higher Apprenticeship and potential impact are showcased in this case study.

The paper is based on the author's own experience and presents a case study of an apprenticeship programme specific to the author's organisation.

Reviews antenatal and early childhood screening programmes to assess the impact of guidance from the National Screening Committee (NSC). Develops methods to investigate local practice (questionnaires and telephone interviews) and summarises best practice guidance from authoritative sources. Reviews 23 antenatal and 15 early childhood programmes, of which 22 and eight respectively are in place locally. Different types of authoritative sources varied in the aspect of screening on which they commented. Guidance from authoritative sources differed and local practice variations reflected this. In three programmes these variations needed to be addressed. Elsewhere, the NSC’s “watch and wait” stance was confirmed. Limitations to local quality assurance were also identified. Programmes are for the most part following authoritative guidance, but variations in authoritative guidance are a significant issue. Robust audit is required to ensure that the local programmes are achieving optimal health gain.

Programmed learning and teaching machines have been classified traditionally as linear or branching. In the light of recent developments this division is no longer adequate, but it still forms a useful starting point. Techniques will be classified here as linear, branching, and ‘later’, but before considering them separately their common factors should be emphasised.

This paper aims to examine the impact of organisational change on public sector employees utilising the implementation of the UK Government's “Back to work” programme (BTW) as a case study example. The paper seeks to explore the employee response to the changes they experience as a result of this new initiative.

A qualitative approach was adopted for this study, employing in‐depth interviews across the UK. The interview strategy sought to focus on the individual experiences and perceptions of those involved in the operation of the programme.

The findings highlight how the interviewees face organisational change as part of their everyday life, with the pace of change increasing and becoming more radical. Many of these organisational changes are related to the introduction of new initiatives that require amendments to existing working practices. It was found that a lack of permanency and constant switching of initiatives, imposed by central government, could result in cynical attitudes towards a new initiative as interviewees await the newer, bigger and brighter programme.

The study indicates that when a new initiative is introduced this involves change which impacts on employees and there needs to be a management response to this challenge to ensure that initiatives are successful. Notably there needs to be a move from quick fix, early‐win outcomes as new programmes take time and effort.

The paper presents empirical evidence of the impact of change as a result of a new initiative involving public sector employees. It demonstrates how the political context driving new initiatives like the BTW programme affects employees on the “shopfloor” and emphasises the need for management to respond to this challenge.

There is growing interest in the economic evaluation of public health prevention initiatives and increasing government awareness of the societal costs of conduct disorder in early childhood. The purpose of this paper is to investigate the cost-effectiveness of the Incredible Years (IY) BASIC parenting programme compared with a six-month waiting list control.

Cost-effectiveness analysis alongside a pragmatic randomised controlled trial of a group-parenting programme. The primary outcome measure was the Strengths and Difficulties Questionnaire (SDQ), a measure of child behaviour.

The IY programme was found to have a high probability of being cost-effective, shifting an additional 23 per cent of children from above the clinical concern to below the cut-off on the SDQ compared to the control group, at a cost ranging from £1612-£2418 per child, depending on the number of children in the group.

The positive findings of this study have led to ongoing implementation of the IY programme and is therefore an example of commitment to evidence-based service provision and investment in prevention initiatives.

Much current discussion of strategic content focuses upon the elaboration and refinement of existing strategies, rather than upon the demands of strategic reorientation. This lack of attention is particularly in relation to organisations undergoing market liberalisation. Consequently, our understanding of the complex outcomes resulting from the deregulation of industries is yet nascent. This paper reports empirical research undertaken in the United Kingdom aimed at identifying viable combinations of corporate and business level strategy within a regulated environment, the recently privatised UK electricity industry. The conclusions reached by the authors suggest that despite the introduction of competition to the industry, companies seeking superior market performance face limited options in their choice of strategic content. Key success criteria for companies in competitive segments of the industry are the achievement of critical mass and of some form of integration, while companies operating in regulated segments may face a very limited choice of strategic approach.

AS PART OF its research programme Rolls‐Royce has recently run an experimental jet engine at combustion outlet temperatures exceeding 1800°K — well above the temperatures used in production engines. The high‐temperature technology demonstrated can be applied to new engines and to increase the power output of later versions of engines now in service.

This paper describes the application of a new variant of process benchmarking called value stream mapping to the development of a supplier network around a prominent distributor of electronic, electrical and mechanical components. This involved mapping the activities of the firm, identifying opportunities for improvement and then undertaking with the firm an improvement programme. The resulting supplier association programme involved around 50 key suppliers across eight product category areas. The paper explores the different methods employed together with the support structure that was created. It concludes with evidence of the early results of the programmes as well as a number of key learning points for other organisations wishing to follow a similar path.