Purpose– The purpose of this paper is to provide a synthesis of current and previous government policies and strategies, in relation to people with learning disabilities and employment, to facilitate a better understanding of the current situation and future challenges.
– A search was completed to identify government policies relating to the employment of people with learning disabilities. Key policies were identified and their impact was discussed in the paper.
– It appears there is a necessity to identify how successful pilot projects can be replicated on a national scale, with clear targets and measures and initial financial support to set up these services. Alongside this there is a need for interventions targeting not just employers, but the general population, educating people about the importance of including and valuing people with learning disabilities in the workforce.
– It is important that policy is analyzed and the impact of it is assessed to determine whether more action is necessary. This paper adds updates to some of the issues discussed in Melling et al.’s (2011) paper about “Supported employment for people with learning disabilities”.
Understanding the Value, Challenges, and Opportunities of Engaging Métis, Inuit, and First Nations workers analyses the challenges and opportunities employers encounter when engaging Aboriginal workers in Canada. An online survey and interviews with Canadian businesses industry associations, and Aboriginal employment organizations examined their engagement and experiences with Aboriginal workers. The report acts as a starting point for creating a greater understanding of how to overcome the labour market integration challenges facing Aboriginal workers in Canada. In addition, it provides recommendations on the steps that employers, Aboriginal organizations, and policy-makers can take to help improve the labour market participation of Aboriginal workers
The demographic structures of the United States, the United Kingdom, and Canada are undergoing profound changes. In the coming decades, fewer young people will enter the workforce, growth in the population traditionally considered to be of working age is projected to slow or even reverse, and people past today’s normal retirement ages will almost certainly make up a larger share of the pool from which employers must draw. The members of the British-North American Committee (BNAC) are concerned that employers and policymakers are not yet sufficiently aware of the challenges these changes pose. Many current practices and public policies were shaped during times when high unemployment, particularly among the young, was a key preoccupation, and are ill suited to the conditions of the early twenty-first century. Seeking to improve its understanding of these challenges and possible employer responses, the BNAC asked a working group under the chairmanship of Claude Lamoureux to study the issues. The accompanying study by William Robson, which includes a survey of organizations with which BNAC members are associated, is the result. As the study reveals, the potentially chronic labor shortages that loom ahead will require responses in many areas — hiring and contracting, work scheduling, training, compensation and job assignment, and workplace organization. Many current public policies are inconsistent with future needs, and the long lead times for reform mean that employers need to keep policymakers abreast of the challenges and urge them to timely action.
In recent years, the federal government has launched numerous pilot projects to tackle complex, localized policy problems through new modes of governance involving vertical engagement with community-based organizations and horizontal collaborationacross departments. A key purpose of these time-limited projects is policy learning, with an emphasis on action research and stakeholder dialogue to inform future innovation. However, realizing the possibilities for learning through pilot projects requires evaluation frameworks sensitive to the particular challenges of collaborative and community-based policy making. Through comparative case study analysis of two recent federal pilot projects, we highlight tensions in prevailing approaches and explore strategies for better alignment of federal evaluation frameworks with the needs and capacities of local communities.
The 2008 – 2009 Annual Implementation Plan lays out the strategic investments planned by the Province of Nova Scotia under the Canada Nova Scotia Labour Market Agreement (LMA). The plan provides an overview of current labour market challenges in Nova Scotia; a description of the eligible clients who will benefit from priority services; a description of the priority areas for programming and the intended objectives. It also identifies eligible programs, describes planned activities and projected expenditures for the year, and the expected results for the planned activities. The implementation plan for the LMA is guided by the vision put forward in the New Nova Scotia, a Path to 2020 document. The New Nova Scotia vision leading to 2020 is supported by 1 Opportunities for Sustainable Prosperity economic plan and Weaving the Threads: A Lasting Social Framework social plan. The five priorities of the New Nova Scotia vision have a strong focus on building a skilled workforce. This focus is further reflected in the business plans, reports and strategies of several departments, including the Skills Nova Scotia Framework and recommendations from the report of the Poverty Reduction Working Group. A major focus of all the strategies and plans is that of building a skilled workforce. The vision, objectives and principles of the LMA support key government priorities outlined in the economic and social plans of Nova Scotia.
OBJECTIVE:This study aimed to identify the various challenges encountered by peer support workers in Western Australia in the course of their work and to identify possible solutions to those challenges.
We used the nominal group technique to collect and analyze the data.
The main challenge encountered by participants was a lack of understanding of the peer support worker role which caused them to experience a sense of exclusion. The main solution focused on strategies to educate consumers, managers, and health professionals about the peer support worker role.
CONCLUSION AND IMPLICATIONS FOR PRACTICE:
Managers have a responsibility to be informed about the peer support worker role and communicate role related information to other team members to ensure that peer support workers are included as part of the health team. Implications for practice therefore center on training for managers and inclusion of the peer support worker role in orientation programs. Further, if these steps are not undertaken, a valuable resource could be lost to a health service to the detriment of persons with a mental illness.
This report summarizes a brief review of relevant literature undertaken to assess the potential for developing a new tool to support the evaluation of projects aiming to enhance young people’s ‘employability skills’: those personal, social and transferable skills seen as relevant to all jobs, as opposed to specific technical skills or qualifications. Firstly, we consider the importance of employability skills and rationale for their measurement. Next, we clarify key terms and definitions, highlight challenges in terms of assessment and evaluation, and review existing guidance and for providers. The final section of the report provides a synthesis of seven recent evaluations that included assessment of young people’s employability skills. This synthesis provides live examples of some of the challenges identified in the literature review. The report concludes with a summary of the overall state of play on measuring