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Valuing People (valuing + people)
Selected AbstractsIf Person-Centred Planning did not Exist, Valuing People Would Require Its InventionJOURNAL OF APPLIED RESEARCH IN INTELLECTUAL DISABILITIES, Issue 1 2004John O'Brien Person-centred planning is one important tool in making the culture change necessary to realize the Government's promise in Valuing People. Some potential dangers in large scale implementation are identified, a logic for local action is described, the criteria for effective person-centred planning are defined in terms of supporting personal choice, the contribution of person-centred planning to organizational culture change is identified, the possibility of failure to implement policy change is acknowledged, and the potential benefits of person-centred planning under conditions of policy failure is described. [source] Person-Centred Planning in its Strategic Context: Reframing the Mansell/Beadle-Brown CritiqueJOURNAL OF APPLIED RESEARCH IN INTELLECTUAL DISABILITIES, Issue 1 2004David Towell Valuing People, the English national strategy launched in 2001 is founded on the twin principles of self-determination and social inclusion. It promotes a vision of people with intellectual disabilities in the mainstream of life. To achieve this goal, it seeks to integrate a wide variety of elements, in which person-centred planning (PCP) is one. The Mansell and Beadle-Brown review makes many interesting points about PCP in this context. We reframe their critique in three main ways: by more fully recognising the extent to which PCP is an intrinsic element of the national strategy, helping to operationalise its core principles; by crediting the ways in which individual planning and action are intended to become part of one continuous process; and by showing how the strategy addresses the challenge of scale by prioritising quality rather than quantity in implementing PCP, with the aspiration of creating a virtuous spiral of positive change. [source] Mental health services for people with intellectual disability: challenges to care deliveryBRITISH JOURNAL OF LEARNING DISABILITIES, Issue 2 2009Eddie Chaplin Accessible summary ,,This paper looks at how care is given to people with intellectual disability who have mental health problems. ,,The paper looks at care since Valuing People came out in 2001. ,,It shows there are not enough services for people with intellectual disability who have mental health problems. ,,It shows there are not enough services for people who have autism and mental health problems. ,,Lots of people feel that mainstream mental health services are not good enough for people with intellectual disability. Lots of people feel mainstream services could be better. ,,The paper looks at how people can get help and support in their local area and not having to move away to get help. ,,The paper looks at what services might be needed in the future. What can be done to make services better? ,,The people who pay for services are called commissioners. They should think about how they can make local services better for with intellectual disability and mental health problems. ,,Commissioners should work more together with those who support people with intellectual disability to improve services. ,,People with intellectual disability should be happy with the services they have in their local places. ,,Services need to remember that people change as they get older. ,,Services need to remember that what people want. This can change when they get older. Summary The commissioning and provision of mental health services for people with intellectual disability is often complex and characterised by different service delivery models. This paper looks at the current situation 7 years after the White Paper, Valuing People (From words into action: London learning disabilities strategic framework, Department of Health, London), within the context of the National Service Framework for Mental Health (Establishing responsible commissioner; draft guidance. HSC draft, Department of Health, London). It sets out to illustrate problems faced in providing local services in the United Kingdom for those with intellectual disability and other neurodevelopmental disorders. This paper proposes new ways of working and introduces the concept of a neurodevelopmental model designed to address gaps and inequalities within services by offering solutions that embrace joint working. [source] Time to make up your mind: why choosing is difficultBRITISH JOURNAL OF LEARNING DISABILITIES, Issue 1 2003John Harris Summary For many years, the promotion of choice has been a core objective for virtually every service provider working to support people with learning disability. This is confirmed by the 2001 English White Paper Valuing People, A New Strategy for Learning Disability for the 21st Century, which describes choice as one of four key principles at the heart of the UK Government's proposals, and the 2000 review of learning disability services commissioned by the Scottish Executive, People Like Us, which places a similarly high priority on the creation of choice. The present paper gives an overview of our current understanding of the concept of choice. It concludes that our aspirations to promote choice for people with learning disability are undermined by conceptual confusion about the meaning of choice, inappropriate methods for helping people to make choices and an absence of applied research to guide practice in service settings. This review is designed to establish a conceptual framework for examining choice and empowerment for people with learning disability, and to describe the implications for future research and practice. [source] The management of people across cultures: Valuing people differentlyHUMAN RESOURCE MANAGEMENT, Issue 4 2002Terence Jackson Ethnocentric and parochial human resource systems have been called into question as obstacles to globalization. This is addressed here by examining the way value is attached to people in organizations across cultures. Western managers and HR practitioners who work with affiliates in non-Western emerging countries should particularly be aware of differences in "locus of human value." Policies and practices developed in the West along instrumental lines see people primarily as a means to an end. This may be directly opposed to a humanistic view of human value that sees people as having a value in themselves. To provide support for these assumptions, an exploratory study across seven nations was carried out. Its findings indicate potentially important implications for global HRM policies and practices. © 2002 Wiley Periodicals, Inc. [source] | ||||||||||