ABSTRACT
The way in which a service approaches planning with people demonstrates how close it is to the values espoused in its mission statement. This chapter describes person-centred planning and how it requires a shift in thinking and practice for all staff and managers if people's lives are really to change. It describes what this can mean in practice and gives examples of how Manchester is working to change its practice and put disabled people firmly in the centre of the process. Services that are trying to change are listening to what people with learning difficulties have to say about planning, investing in approaches to planning, known as 'person-centred planning', and focusing on involving people from the community. Moving from traditional planning to person-centred planning represents a significant shift in power - away from professionals being in charge of collecting and holding information and making decisions about the person's life.
