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Inclusion of members of the target population in research is an increasing priority in the social sciences; however, relatively few studies employ approaches that involve persons with lived experience of the mental health system in mental health services research, particularly in the USA. The purpose of this paper is to describe one such approach, the employment of peer interviewers in the evaluation of a peer respite program.

The paper describes how peer interviewers were recruited, hired, trained, and supervised. The authors discuss some benefits and challenges associated with the approach.

Peer interviewer benefits and challenges: the shared lived experience between the peer interviewers and study participants contributed to increased comfort and a high response rate overall. The study opened up professional opportunities for peers, but inconsistent work hours were a challenge and resulted in turnover and difficulty filling vacant positions. The lead evaluator and supervisors worked closely with peer interviewers to ensure conflict of interest was mitigated to reduce bias.

This paper adds to the limited literature describing peer representation in research, outlining one avenue for partnering with peers to align research with the values of the intervention under study without compromising – and perhaps increasing – scientific rigor. The authors expect that even more peer involvement in the oversight, analysis, and interpretation of results would have improved the overall quality of the evaluation. Future efforts should build upon and incorporate the approach alongside more comprehensive efforts to partner with service users.

Self-direction–also known as participant direction, personalization and self-directed care–is a service delivery model that enables people to manage their personal budget and purchase services and supports tailored to their needs based on a person-centered plan. This paper, the outcome of an international learning exchange on self-direction, describes approaches across four countries’ successful strategies, unresolved questions and recommendations to enhance self-direction globally.

The findings are a product of discussions at the 2019 International Initiative for Mental Health Leadership and International Initiative for Disability Leadership Exchange on Advances in Self-Direction. Participants included people who are self-directing, providers and caregivers who support people who are self-directing, advocates, fiscal agents and public managers who administer self-direction from the United States, England, Australia and New Zealand.

In all four countries, people who self-direct exercise high levels of choice and control and are able to individualize their services and supports to promote a good life in the community. The exchange also revealed challenges and possible solutions to improve and expand self-direction.

The results of the meeting provide guidance for public managers, providers and advocates for initiating and expanding self-direction.

This international meeting was a unique opportunity to compare self-direction across four different countries and across multiple perspectives, including people with disabilities, caregivers, providers and administrators.

The United States’ National Center on Advancing Person-Centered Practices and Systems provides technical assistance to human service systems on person-centered thinking, planning and practices. To apply for the Center's technical assistance, 33 state human service systems submitted applications and participated in interviews in which they detailed technical assistance needs. This technical paper examines themes that emerged from these technical assistance applications and interviews. These themes offer a view into barriers, obstacles and priorities for human service systems as they work toward more person-centered practices. Common themes point to key areas that, if enhanced, could result in a more person-centered system overall.

The application process generated 33 applications containing technical assistance goals and priorities, summaries of recent and ongoing initiatives to advance person-centered approaches, measurement methods and anticipated challenges. Using thematic analysis, the authors organized the information into seven themes.

Applicants identified seven themes to improve person-centered thinking, planning and practices: Staff Training and Competencies, Participant Engagement, Measurement and Quality Improvement, Cross-System Consistency in Planning and Practice, Payment and Managed Care, Cultural and Linguistic Responsiveness and Other Practice-Related Goals. They also articulated contextual factors that help or hinder systems efforts and a vision for an ideal person-centered system.

The themes provide a unique window into human service system administrators' priorities for achieving more person-centered human service systems and the conditions that may promote or hinder systems change.

Proposes a prescriptive model for political marketing based loosely on the Six Markets Model of relationship marketing. The rationale for this is to be found in an analysis of the historical treatment of political marketing, from within both disciplines. Argues that many of the conventional axioms of marketing are inappropriate in politics, and observes how in political science, as in marketing itself, there is a questioning ofthe fundamental rational foundations of anumber of key theoretical constructs. In proposing a multiple markets model for politics, cites as evidence the fact that many of the approaches advocated appear already to have been adopted during the 1997 general election campaign of the British Labour Party.

ACCOUNTS of some comments made at the Annual National Committee meeting of the Amalgamated Engineering Union make discouraging reading. This is the only suitable adjective when speakers at that meeting state that time standards determined by time study are set on the performances of the best workers in the shop. We should have thought that with all the training that representatives have received in time study and allied subjects both from managements and unions that they would have known better than this.

The next month or two behind us and this decade will have passed, to merge in the drab background of the post‐war years, part of the pattern of frustration, failure and fear. The ‘swinging sixties’ some called it, but to an older and perhaps slightly jaundiced eye, the only swinging seemed to be from one crisis to another, like the monkey swinging from bough to bough in his home among the trees; the ‘swingers’ among men also have their heads in the clouds! In the seemingly endless struggle against inflation since the end of the War, it would be futile to fail to see that the country is in retreat all the time. One can almost hear that shaft of MacLeodian wit christening the approaching decade as the ‘sinking seventies’, but it may not be as bad as all that, and certainly not if the innate good sense and political soundness of the British gives them insight into their perilous plight.