CATCH UP No 4 The Delusion of inclusion First posted Facebook February 22nd 2017



Charles Henley The Delusion of Inclusion
Before referring to the connection between the central items mentioned on yesterday’s posting I must point out that the process of change of policies takes time – years in fact.
As an instance, current policy shambles are hardly testimony to the success of ‘Valuing People’ (2001), which, despite the attempted resuscitation, ‘Valuing People Now’ (2009), appears to have done little in fifteen years to avert or remedy the effects of the Winterbourne View scandal – or halt the continuing spiral of decline in service support.
Time then to return to the remarkable progressive advancement in day service modernisation between the publication of National Development Group Pamphlet 5 (1977) and the totally misleading and denigrating publication of the King’s Fund Centre’s, ‘An ordinary working life’ (1984) – a mere 7 years. This exposes and confirms the fragility and danger of the foundation upon which current extreme normalization/inclusion dogmas have been built – not just nationally, but internationally!
The King’s Fund Centre working group had clearly not fully read or absorbed the extensive work carried out at the Hester Adrian Research Centre – or carried out detailed research of its own. Although the King’s Fund Centre’s advisory panel were aware of the potential risks of re-institution being a high possibility they still encouraged the decimation of services vital to the wellbeing of the most severely and profoundly disadvantaged victims of today’s policies.
More tomorrow; who supported the KFC in the early and later 1980s?

Author: charlesahenley

Following a varied career starting with 4 years as a city office worker, 4 years service in the RAF both as ground staff ad flying duties, 16 years working for IBM Time systems division as a service engineer, a short spell as a production line supervisor, before returning as service manager to another US business machines corporation who had taken over IBM Time systems division in the UK. The nature of this work brought into contact with day centre establishments for people with learning disabilities and in 1966 when radical and progressive policies were awakening I changed career direction. In the years that followed I worked for five different authorities at centres ranging in size from 24 to 190 attendees of all levels of ability and saw remarkably progressive policies being introduced in the first 20 years for the benefit of the attendees and their carers. Sadly, as a consequence of local authorities gaining full control of policy implementation from 1990 onwards, service support went into a spiral of decline that has made debacle of the rational principles of care in the community. There is now a vital need to take responsibility for service implementation away from local authorities and the NHS and grant it to a single service agency under the direction of its own Minister. Without an urgent change of direction, the current dire situation can only worsen.

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