GLADNET: Promise and Legacy

[Excerpt] The Global Applied Disability Research and Information Network on Employment and Training (GLADNET) was launched by the International Labour Organization (ILO) in 1995, in cooperation with over 50 social policy research centres, governmental and non- governmental organizations involved in disability-related employment programmes from over thirty countries around the world. Major organizations of persons with disabilities were also represented – the World Blind Union, the World Federation of the Deaf, Inclusion International (formerly the International League of Societies for Persons with Mental Handicap (ILSMH)) and Disabled Peoples International (DPI). GLADNET’s lifespan was little more than a generation (1995 – 2018). What’s of interest is that it survived beyond its first few years of existence. It could easily have died early on, given a significant change in nature of support from its initiating body. That it didn’t speaks to the aspirational nature and relevance of the vision prompting its formation. It’s in pursuit of that vision where GLADNET left its mark. This document focuses on its legacy, beginning with a brief review of context within which it was initiated

Newsletter, 2009-09, no. 49

The newsletter contains both association business and material of interest to midwives and related health care workers.The Association's name has changed several times based on the newsletter: from January 1992 - January 1997 it was The Alliance of Nurse-Midwives, Maternity and Neonatal Nurses, dropping the "Nurse-" after July 1994; from March 1997 - September 2000 it was Newfoundland and Labrador Midwives Association, and the issue numbering was reset; and in January 2001 it became Association of Midwives of Newfoundland and Labrador

Understanding the Roles of Physiotherapists Within Ontario Primary Health Care Teams: A Mixed Methods Inquiry

A mixed methods program of research was undertaken in order to better understand the roles of physiotherapists within Ontario primary health care (PHC) teams. A profile of Ontario PHC teams (Family Health Teams and Community Health Centres) was generated to determine the complement of providers and provision of health programming within each PHC team. This first study provided an important contextual backdrop as well as a means to purposefully sample participants for the two following studies. The second study used qualitative descriptive method to explore the perceptions of family physicians and nurse practitioners related to the inclusion of physiotherapists (PTs) within Ontario PHC teams. The final study used grounded theory method to generate an explanatory scheme to explicate how PTs currently working within Ontario PHC team enact practice. Overall, Family Health Teams (FHTs) and Community Health Centres (CHCs) were characterized by diverse teams and both models offered health programming. Physiotherapists were integrated into these teams to a limited degree however, particularly within FHTs. Perceptions of family physicians and nurse practitioners unanimously described the benefit of including PTs within PHC teams, particularly in the areas of musculoskeletal health and chronic disease management. Finally, PTs within PHC teams were found to enact five inter-related roles: manager, evaluator, collaborator, educator and advocate. The enactment of these roles were found to be impacted by three contexts: interprofessional team, community and population served, and organizational structure and funding. Overall, the findings support the inclusion of PTs within Ontario PHC teams. In addition to describing the areas of practice and specific roles relative to PTs contribution within Ontario PHC teams, this inquiry also explained how PTs enacted these roles. Further, this program of research articulated how the three above noted contexts impact how PTs practice in order to fulfill Ontario’s PHC mandate

ResearchFanshawe Magazine Issue 5

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Access to Civil & Family Justice: A Roadmap for Change

There is a serious access to justice problem in Canada. The civil and family justice system is too complex, too slow and too expensive. It is too often incapable of producing just outcomes that are proportional to the problems brought to it or reflective of the needs of the people it is meant to serve. While there are many dedicated people trying hard to make it work and there have been many reform efforts, the system continues to lack coherent leadership, institutional structures that can design and implement change, and appropriate coordination to ensure consistent and cost effective reform. Major change is needed

Family Justice Reform: A Review of Reports and Initiatives

The paper was prepared for the Family Justice Working Group of the Action Committee on Access to Justice in Civil and Family Matters to help guide its discussions on initiatives and innovations likely to have the greatest impact on access to justice. The paper reviews a host of papers and studies written over the last fifteen years on the state of the family justice system