Search results for ‘Subject term:"learning disabilities"’ Sort:
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Are partnership boards really valuing people?
- Authors:
- RIDDINGTON Carol, MANSELL Jim, BEADLE-BROWN Julie
- Journal article citation:
- Disability and Society, 23(6), October 2008, pp.649-665.
- Publisher:
- Taylor and Francis
Observations were conducted in three county councils to find out whether the government's ambition to develop Learning Disability Partnership Boards (as expressed in the White Paper Valuing people) are being realized. All the partnerships practiced various inclusive activities in order to involve people with learning disabilities in public service strategies. However, there appeared to be limited opportunities for citizens to be involved in recommendations or decision-making for their area. This concurs with other research elsewhere on the involvement of citizens in state provision, i.e. public participation in civic affairs remains in the control of public sector managers. The lack of opportunities for citizens to direct the allocation of resources and strategies at a local level, regardless of their ability to process information, emphasises the limits of New Labour's citizen-public sector partnerships.
Police help me
- Author:
- VALIOS Natalie
- Journal article citation:
- Community Care, 18.9.08, 2008, pp.34-35.
- Publisher:
- Reed Business Information
Voluntary groups are working with Sussex police recruits to challenge their attitudes to incidents involving vulnerable adults.
Flexible housing support for vulnerable people in Lancashire
- Author:
- SMOUT Lucy
- Journal article citation:
- Housing Care and Support, 11(1), July 2008, pp.11-15.
- Publisher:
- Emerald
This article outlines how the regional northern charity Developing Initiatives Supporting Communities (DISC) and twelve voluntary organisations banded together to win two government-funded Supporting People contracts to provide flexible housing support in North, West and South Lancashire. It explains who DISC and the 12 Lancashire partners are, and who benefits form independent living service they offer through one easily accessible service known as Compass. The partnership bucked the trend for large organisations to sweep away small local organisations in competitive tendering bids for public sector contracts. Users of their services range from people facing difficulties because of their age (teenage parents and the elderly), people coming out of hospital or prison, and individuals with drug, alcohol and mental health problems. This article summarises the lessons learnt.
When the chain breaks
- Author:
- PARSONS Emma
- Journal article citation:
- Community Care, 29.5.08, 2008, pp.26-27.
- Publisher:
- Reed Business Information
Buckinghamshire Council and Oxfordshire and Buckinghamshire Mental Health Partnership Trust were both found guilty of maladministration in their running of a residential home for people with learning disabilities causing injustice in the first-ever joint investigation by the health and local government ombudsman. This article discusses the complaint by Matthew Lewis and his parents, and the route causes of the homes failings - the failure of the partnership between the two authorities running the home.
Joint working: reality or rhetoric in housing the mentally vulnerable?
- Author:
- GLOVER-THOMAS Nicola
- Journal article citation:
- Journal of Social Welfare Law, 29(3-4), 2007, pp.217-231.
- Publisher:
- Sweet & Maxwell Ltd
Effective joint working has become an essential component of public-service delivery. The interface between the public, the private and the third sector is increasingly complicated as co-working and the possible pooling of resources is required to meet greater service demands. Within housing, joint working has emerged as a particularly thorny problem, since a legislative gap within the Housing Act 1996 has required other organisations to step in and meet unmet housing needs. This article explores the nature and impetus for joint working in relation to social housing for the mentally vulnerable. It draws upon empirical data collected from an ESRC-funded (Economic and Social Research Council) project called 'Housing The Mentally Vulnerable: The Role Of Charities'. It examines the benefits that can accrue from successful collaboration, the barriers to joint working that currently exist and the need to draw upon known mechanisms that could facilitate the joint working process.
A step up
- Author:
- VALIOS Natalie
- Journal article citation:
- Community Care, 18.01.07, 2007, pp.28-29.
- Publisher:
- Reed Business Information
Next Steps 25+, run by the Cambridgeshire-based voluntary advocacy organisation Speaking Up, was launched as a reaction to the slow modernisation of day services for learning disabilities. The coaching and mentoring scheme helps adults with learning difficulties who are leaving day services to develop, work, leisure and learning opportunities. However it has evolved from a guerrilla activity into an established partnership with the local authority for people leaving day care services.
Two into one does go
- Author:
- SIMS Dave
- Journal article citation:
- Community Care, 13.07.06, 2006, pp.36-37.
- Publisher:
- Reed Business Information
This article looks at the findings of a research study on the experiences of practitioners who jointly trained in learning disability nursing and social work. The research found that the training gave them a broad knowledge of the two disciplines, and ability to work across professional boundaries and to provide a holistic service. The article explores whether their full potential is being realised.
Shaping the future together: a strategic planning tool for services supporting people with learning disabilities
- Authors:
- COLE Angela, LLOYD Ann
- Publisher:
- Foundation for People with Learning Disabilities
- Publication year:
- 2005
- Pagination:
- 137p., CD ROM
- Place of publication:
- London
The Department of Health grant provided funding to look at how to aggregate the hopes, needs, and wishes of people involved in Person Centred Planning and how to use this evidence to improve services. A process and database have been developed to receive information from Person Centred Planning plans. This pack provides information and engages managers and commissioners in implementing improvements in individual and collective service delivery. It helps to build a blue print for the future shape of service by collating an evidence base. The evidence base consists of detailed information about people’s needs and aspirations that have been collected from person centred plans.
Real power? An examination of the involvement of people with learning difficulties in strategic development in Cambridgeshire
- Authors:
- DEARDEN-PHILLIPS Craig, FOUNTAIN Rob
- Journal article citation:
- British Journal of Learning Disabilities, 33(4), December 2005, pp.200-204.
- Publisher:
- Wiley
Securing meaningful involvement in service development and provision can be seen as a particular challenge for people with learning difficulties. This paper is written from the perspective of Speaking Up – a voluntary organisation that has developed the 'Parliament' model to give people with learning difficulties a strong collective voice. Through self-advocacy taking the leading role in shaping the way people with learning difficulties and statutory providers communicate, it is argued that the Parliament model enables people with learning difficulties to genuinely influence services. After considering the link between self-advocacy and user-involvement, this paper describes the Parliament as it has developed in Cambridgeshire and discusses whether what has been achieved represents a real increase in power for people with learning difficulties. It concludes with a short assessment of the potential for replicability of the Parliament as a model for other areas of the UK.
The joint strategy for people with learning disabilities in Leicestershire
- Author:
- SHEPPERDSON Billie
- Publisher:
- University of Leicester. Nuffield Community Care Studies Unit
- Publication year:
- 1995
- Pagination:
- 52p.
- Place of publication:
- Leicester
The implementation of the joint strategy benefited from a history of good inter-agency working at the field level. The poorer relations which had existed at management level had improved. The strategy had already had some success in terms of putting appropriate mechanisms into place, beginning strategically to plan some services across the sectors which would lead to a more coordinated service and provide the opportunity to plug some gaps. Value for money issues were being addressed by standardising health and social services contracts. However, there were dangers of the strategy being pushed off course by the lack of coordination between central and district spending, and by some practices in the community and in hospital being inconsistent. Budget constraints were leading to service `rationalisations' and, in some cases, led to strategy aims not being met. User and voluntary organisation involvement was felt to be inadequate. Professionals in both health and social services were saturated with change already and this jeopardised the chance of creating enthusiasm for new initiatives.