Learning Disability Today, December 2012, pp.24-26.
Publisher:
Pavilion
Place of publication:
Hove
This paper details findings from a Central England People First (CEPF) project into the state of self-advocacy today. CEPF has always had the philosophy that members run the organisation and paid staff are there to help, not lead. The research consisted of visits to eight self-advocacy organisations in England and Scotland in 2012, and was primarily concerned with how a management team can be run to make sure the members with learning disabilities remain in charge while being able to get quality advice when necessary. The best organisations used a board of trustees to oversee the staff. Managing paid staff was a crucial issue for self-advocacy organisations; this was an area where members really needed good support, and help from outside the organisation was vital.
This paper details findings from a Central England People First (CEPF) project into the state of self-advocacy today. CEPF has always had the philosophy that members run the organisation and paid staff are there to help, not lead. The research consisted of visits to eight self-advocacy organisations in England and Scotland in 2012, and was primarily concerned with how a management team can be run to make sure the members with learning disabilities remain in charge while being able to get quality advice when necessary. The best organisations used a board of trustees to oversee the staff. Managing paid staff was a crucial issue for self-advocacy organisations; this was an area where members really needed good support, and help from outside the organisation was vital.
Purpose: This paper provides a commentary on the article 'Changing organisational culture: another role for self-advocacy' by Robin Miller.
Design/methodology/approach: The paper suggests that self-advocacy has the potential to be a significant influence on organisational culture, but questions whether self-advocacy's current funding regime and limited focus on outcomes makes this possible.
Research limitations/implications: This issue is identified as one where further research would be beneficial.
Practical implications: If organisations are to use self-advocacy as a route of cultural change, it is suggested that attention will need to be given to issues of independent funding, management change objectives and whole system change.
Originality/value: If evidence were generated to support the belief that self-advocacy can impact on organisational culture, the consequences for how society and services behave towards people with learning disabilities could be significant.
(Edited publisher abstract)
Purpose: This paper provides a commentary on the article 'Changing organisational culture: another role for self-advocacy' by Robin Miller.
Design/methodology/approach: The paper suggests that self-advocacy has the potential to be a significant influence on organisational culture, but questions whether self-advocacy's current funding regime and limited focus on outcomes makes this possible.
Research limitations/implications: This issue is identified as one where further research would be beneficial.
Practical implications: If organisations are to use self-advocacy as a route of cultural change, it is suggested that attention will need to be given to issues of independent funding, management change objectives and whole system change.
Originality/value: If evidence were generated to support the belief that self-advocacy can impact on organisational culture, the consequences for how society and services behave towards people with learning disabilities could be significant.
(Edited publisher abstract)
Purpose: Improvements in organisational culture are a common recommendation of enquiries into system failure and an aspiration of policy. The purpose of this paper is to explore an initiative to change culture in a low-secure service for men with a learning disability and mental health needs through the introduction of a self-advocacy group.
Design/methodology/approach: An independent evaluation was carried out by a university research team. A theory-based methodology was deployed with qualitative data gathered through observations, interviews and focus groups.
Findings: Culture change was reported by senior managers and clinicians in relation to the transparency of the service, decision making regarding resources, and engagement of patients in redesign. Self-advocacy group members reported a different relationship with senior management which in turn enabled greater influence in the organisation. Achieving these impacts relied on independent and skilled external facilitation, support from senior managers, and a calm and democratic atmosphere in the meetings. Ward staff were kept at an arms-length from the group and were less certain that it had made any difference to the way in which the ward operated.
Research limitations/implications: The research was only based in one organisation and the impacts of the initiative may vary with a different local context. Research in a wider sample of organisations and culture change initiatives will provide greater insights.
Practical implications: Self-advocacy groups can lead to organisation culture change alongside benefits for individual group members but require funding, external and independent facilitation, and organisational endorsement and support.
(Edited publisher abstract)
Purpose: Improvements in organisational culture are a common recommendation of enquiries into system failure and an aspiration of policy. The purpose of this paper is to explore an initiative to change culture in a low-secure service for men with a learning disability and mental health needs through the introduction of a self-advocacy group.
Design/methodology/approach: An independent evaluation was carried out by a university research team. A theory-based methodology was deployed with qualitative data gathered through observations, interviews and focus groups.
Findings: Culture change was reported by senior managers and clinicians in relation to the transparency of the service, decision making regarding resources, and engagement of patients in redesign. Self-advocacy group members reported a different relationship with senior management which in turn enabled greater influence in the organisation. Achieving these impacts relied on independent and skilled external facilitation, support from senior managers, and a calm and democratic atmosphere in the meetings. Ward staff were kept at an arms-length from the group and were less certain that it had made any difference to the way in which the ward operated.
Research limitations/implications: The research was only based in one organisation and the impacts of the initiative may vary with a different local context. Research in a wider sample of organisations and culture change initiatives will provide greater insights.
Practical implications: Self-advocacy groups can lead to organisation culture change alongside benefits for individual group members but require funding, external and independent facilitation, and organisational endorsement and support.
(Edited publisher abstract)